Rpmes Manual

REGIONAL PROJECT

MONITORING AND

EVALUATION

SYSTEM (RPMES)

OPERATIONS

MANUAL

National

Economic and

Development

Authority

1 9 9 4

REGIONAL PROJECT MONITORING AND

EVALUATION SYSTEM (RPMES)

OPERATIONS

MANUAL

Republic of the Philippines NATIONAL ECONOMIC & DEVELOPMENT

AUTHORITY 1994

TABLE OF CONTENTS

Message i Foreword ii DILG Memorandum to all Municipal/City Mayors and Provincial Governors iii Memorandum Circular No. 1-94 iv 1.0 Rationale 3 2.0 Objectives and Scope 5 2.1 Objectives 5 2.2 Scope 5 3.0 Organizational Framework 8 3.1 Coordination Activities 8 3.2 Planning, Programming, Scheduling and Monitoring Activities 8 3.3 Project Implementation Activities 8 4.0 Organizational of PMCs 10 4.1 Membership 10 4.2 Creation of PMCs 11 4.3 Selection & Appointment of NGO Members 12 5.0 Responsibilities of Entities 14 6.0 Systems Framework 20 7.0 Process Flow 22 7.1 General Flow 22 7.2 National Level 23 7.3 Regional Level 24 7.4 Provincial / City Levels 26 7.5 Municipal Level 27 8.0 Reporting 28 8.1 General Guidelines 28 8.2 Input Forms 29 8.3 Output Forms 30 8.4 Frequency and Timing of Submission 31 8.5 Options 32 9.0 Monitoring Procedures 34 10.0 Problem Solving Mechanism 37 11.0 Procedures for Computing Accomplishments 38 11.1 Financial Accomplishment 38 11.2 Physical Accomplishment of Project 38 11.3 Agency Accomplishment 39 11.4 Area Accomplishment 41 11.5 Sample Case 43

ANNEXIES ANNEX A RPMES Input Forms and Guidelines

ANNEX B RPMES Output Forms and Guidelines

ANNEX C Sector / Subsector Breakdown of Public Investment Projects

ANNEX D Relevant Issuances

Executive Order 93 Executive Order 376

MESSAGE

Monitoring and evaluation (M & E) involve systematic collection

and analysis of information about events associated with the

implementation of development programs / projects. It also provides the

framework for improving or facilitating project implementation. It is on

this context that the Regional Project Monitoring and Evaluation System

(RPMES) is being implemented as part of efforts to further strengthen

institution at the regional and local levels. It also serve as an operational

component of the empowerment strategy of the national government

through which the timely delivery/completion of projects could be

enhanced and their quality, improved.

This Manual on decentralized monitoring and evaluation is therefore

a timely guide to monitors and evaluators in order that adequate

information related to the implementation of development projects is made

available to decision makers (Development Councils, LGU executives,

implementing agencies and general public). The monitoring and evaluation

systems at the municipal, city, provincial and regional levels should

therefore be improved and result in outputs leading to the implementation

of corrective measures to facilitate project implementation.

I trust that this Manual will contribute to the efficiency of

development programs and projects implementation and instill in the LGUs

the importance of M & E for ongoing programs/projects as well as their

respective development plans.

(Sgd.) CIELITO F. HABITO

Secretary of Socio-Economic Planning

and NEDA Director-General

FOREWORD

This revised version of the Manual was prepared to prescribe the operating

procedures in the implementation of the Regional Project Monitoring and Evaluation

Systems (RPMES) with the new management at the local levels as a result of the

implementation of the Local Government Code of 1991.

This revised Manual presents the objectives, systems framework and mechanics

of the RPMES. It is intended to serve as a guide for the Project Monitoring Committee

at the regional, provincial / city and municipal levels. In the monitoring and evaluation

(M&E) of programs and projects under their jurisdiction.

This M&E has been designed in support of the decentralization policy of

government and provides for a scheme linking the monitoring and evaluation systems

at the national, regional, provincial/city and municipal levels.It also provides a venue

for the active participation of non government and private volunteer organizations in

the monitoring and validation processes of project implementation.

The system provides for the minimum requirements for monitoring and

evaluating projects, but allows inclusion of additional data inputs and output reports

depending upon the needs of the development councils at various levels. The use of

M&E information for decision making or project facilitation is highlighted in each

level with the respective development councils as the primary client of M&E

information.

(Sgd.) ANICETO M. SOBREPEÑA

Deputy Director-General Chairman, National Project

Monitoring Committee

REPUBLIC OF THE PHILIPPINES DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT

EDSA Corner Reliance St., Mandaluyong Metro Manila

MEMORANDUM

FOR: All Municipal / City Mayors and Provincial Governor

FROM: The Secretary

SUBJECT: ORGANIZATION OF PROJECT MONITORING COMMITTEES AS PRESCRIBED UNDER EXECUTIVE ORDER 93 AND CONDUCT OF REGULAR MONITORING AND EVALUATION UNDER THE REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM ( RPMES)

DATE: 22 March 1994 1. This refers to Executive Order No. 93, dated 1 June 1993 entitled Amending Executive Order No. 376 (Series of 1989) “Establishing the Regional Project Monitoring and

Evaluation System (RPMES)” and for Other Purposes.

2. Monitoring and evaluating the implementation of development programs and projects are

important tasks assigned to the Local Development Councils under the new LG Code

and, relatedly, M / E information is a valuable tool for local development managers.

In this connection, may I be apprised of the status of respective Project Monitoring

Committees under the RPMES including its composition if already organized. May I also enjoin the LGUs to allocate some resources to undertake M / E activity as this is now

part of their regular functions.

3. For reference, I have attached copies of EO 376 and EO93. Furthermore, the Regional

Project Monitoring Committee under the Regional Development Council is available to

assist in implementing these Eos as it coordinates RPMES implementation in the region.

4. Best regards.

(Sgd.) RAFAEL M. ALUNAN III Secretary

REPUBLIC OF THE PHILIPPINES

NATIONAL PROJECT MONITORING COMMITTEE

REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM

National Economic and Development Authority

Department of Interior and Local Government

Department of Budget and Management

Presidential Management Staff – Office of the President

MEMORANDUM CIRCULAR NO. 1-94

July 1994

TO : The Chairmen and Members of the Regional Development Councils, including the

ARMM Planning and Development Board, the Cordillera Executive Board and

Metropolitan Manila Authority;the Provincial, City and Municipal Development

Councils; the Government Corporate Monitoring and Coordinating Committee;The

Heads of Departments, Bureaus, Offices, and Other Agencies ofthe National

Government; Provincial Governors, City and Municipal Mayors;

Representatives/Members of the Project Monitoring Committees; and All Others

Concerned

SUBJECT: ADOPTION OF THE RPMES MANUAL OF OPERATIONS

IMPLEMENTING PROVISIONS OF EXECUTIVE ORDER 93 DATED

JUNE 1, 1993

1.0 PURPOSE

This circular is issued to adopt the Revised RPMES Manual of Operations and to prescribe

the general procedures and guidelines in the organization and operationalization of the

Regional Project Monitoring and Evaluation System (RPMES) as directory by Executive

Order No. 93, dated 01 June 1993.

2.0 COVERAGE

This circular shall cover coordinators of RPMES at the national, regional, provincial, city and

municipal levels, the monitors (members of the various project monitoring committees) and

the project implementers (line agencies, LGUs and government-owned or controlled

corporations).

3.1 GENERAL GUIDELINES

EO 93 amends EO 376 (series of 1989) “Establishing the Regional Project Monitoring and Evaluation System (RPMES)” and for Other Purposes.

EO 93 establishes the National Project Monitoring Committees (NPMC) to oversee

implementation of RPMES and authorizes these, from time to time, to update and make

revisions to the Manual of Operations implementing RPMES.

Pursuant to the above, all concerned Development Councils / Planning Boards/ LGUs are

enjoined to implement the RPMES in accordance with the Manual of Operations

which prescribes the guidelines on the operationalization of the system.

Likewise, the Project Implementors are also enjoined to report progress of implementation to the respective Project Monitoring Committees at regional, provincial, city and municipal

levels and provide monitors more detailed information on ongoing projects facilitation/

problem-solving.

4.0 EFFECTIVITY

This circular shall take effect immediately.

(Sgd.) ANICETO M. SOBREPEÑA Chairman, National Project Monitoring Committee and

Deputy Director-General, NEDA

RPMES Manual of Operations

1.0 RATIONALE

In line with the government’s policies on decentralization and administrative

delegation, Regional Development Councils (RDCs) were reorganized and strengthened

through Executive Order (EO) No. 308, which among others, tasked the RDCs with the

coordination of project implementation, monitoring and evaluation. Moreover, Memorandum

Order (MO) No. 175 was issued on 25 May 1998 which created Project Monitoring

Committees at the provincial/city and municipal levels to monitor local government projects

funded from national government and local government funds.

In support of these policies and to facilitate project implementation, monitoring and

evaluation at the regional and subregional levels, a Regional Project Monitoring and

Evaluation System (RPMES) was established through EO 376 dated 2 November 1989. The

system provides a scheme for monitoring and evaluating projects at the national, regional,

provincial/city and municipal levels, with intensive and active participation of various

government agencies, local government units and nongovernment organizations (NGOs) at

all levels.

Through the system, generation of information on the overall status of project

implementation at each level and the detection of problems that impede implementation will

be facilitated, so that remedial actions can be readily undertaken at the level nearest the

project sites, and at the earliest time possible.

This manual has been developed primarily for the Project Monitoring Committees at

the regional/provincial/city/municipal levels responsible for the monitoring and evaluation of

programs/projects under their jurisdiction. It provides the basic framework for monitoring

and evaluating projects at all levels, the general process flow, responsibilities of units

involved, the input and output forms, and the procedures of filing up the forms. Decision

parameters are also included for specific/common implementation problems. Expansion of

the system to include additional data inputs and outputs reports will be depend upon the

various development councils at the regional, provincial, city or municipal levels. The

reports suggested in the manual are the minimum required to provide basic information that

will enable consolidation of information on implementation status of development projects

necessaryto evaluate performance and resolve implementation problems at all levels.

________________________________________________________________________________________


With the passage of Republic Act (RA 7160), otherwise known as the Local

Government Code of 1991, monitoring of projects has been devolved to the local

government unit. However, there remains a need for the coordination of project

implementation, monitoring and evaluation both at the regional and national levels. Thus, a

need for updating the Manual Operations for the Project Monitoring Committees at all levels

to make it consistent with the devolution of monitoring functions to the local government

units pursuant to the code. The National Project Monitoring Committee was established

pursuant to EO 93 which amends EO 376 to coordinate various RPMES matters nationwide.

EO 93 also mandates the NPMC to update and make revision on the manual as necessary.

________________________________________________________________________________________

4


2.0 OBJECTIVES AND SCOPE 2.1 OBJECTIVES

The RPMES primarily aims to facilitate project implementation, and devolve project facilitation, problem-solving, monitoring and evaluation to the regional, provincial/city

and municipal levels. Specifically, the system aims to achieve the following objectives:

a. to provide a system for the integration, coordination and linkage of all monitoring

activities in the region;

b. to provide up-to-date information on the overall status of project implementation at

each level for planning and budget allocation, to include employment generation of

the various programs/projects expressed in man-days;

c. to identify problems/issues which impede project implementation for remedial actions

at the regional and subregional levels and to elevate unresolved issues and problems

at these levels to the Cabinet or the President for resolution and final action through

the NPMC, CORD or Presidential Assistants (PAs) as appropriate;

d. to provide information on lessons learned in project implementation for planning and

implementation of future similar projects;

e. to assess and ascertain whether projects implemented are supportive of regional

development goals and plans as well as national development thrusts and priorities;

and

f. to provide a venue for greater participation of nongovernment organizations (NGOs)

in the development planning progress.

2.2 SCOPE AND COVERAGE

Monitoring and evaluation under the RPMES will cover all development projects

undertaken by Government Agencies (GAs), Local Government Units (LGUs), State

Colleges and Universities, and Government-Owned and Controlled Corporations (GOCCs)

at the regional, provincial/city and municipal levels during the fiscal year, inclusive of

backlogs from previous fiscal years. ________________________________________________________________________________________

5


Development projects include: (a) projects which are capital-forming and contributing

directly to the country’s productive capacity; (b) preinvestment studies, research and

development, and institutional development activities; and (c) “pro-poor” and other similar

projects under direction and special programs of the President through Presidential

Management Staff (PMS) and other Cabinet offices. These projects may be funded by the

National Government with or without foreign assistance, or financed purely from local

revenues of LGUs. Projects to be covered, in more specific terms include the following:

a. those under the General Appropriations Act for the current fiscal year;

b. those which comprise the approved National Infrastructure Program;

c. those undertaken by government-owned and controlled corporations, with or without

subsidy or equity contribution from the national government; and

d. those implemented by local government units, with or without budgetary assistance from

the national government, specifically including those funded from the 20 percent of the

internal revenue allotment share appropriated for development projects.

National Level:

The National Project Monitoring Committee will monitor all development projects

undertaken bygovernment agencies, LGUs, SCUs and GOCCs and prepare consolidated

reports based on monitoring outputs of the Regional Project Monitoring Committees.

Regional Level:

Projects that will be monitored and evaluated at the regional level include:

a. all foreign-assisted projects (loan or grant funded);

b. interprovincial projects implemented in two or more provinces in the region;

c. all area development projects; and

d. nationally-funded projects implemented in the region and other projects considered

critical by the Office of the President, regional development councils/planning board.

________________________________________________________________________________________

6


Provincial/City Level:

At the provincial/city level, the scope of monitoring will include projects implemented

and managed at these levels and projects classified under any of the following:

a. foreign and nationally-funded projects, which are implemented or located in two

or several municipalities in the province (provincial projects and/or intermunicipal

projects) or implemented or located in the city;

b. other projects implemented and managed at the provincial/city level with

funding generated from provincial/city sources.

Municipal Level:

At the municipal level, the scope of monitoring will include projects implemented

and managed at these levels and projects classified under any of the following:

a. foreign and nationally-funded projects, which are implemented or located in

the municipality;

b. other projects implemented and managed at the municipal level with funding

generated from local sources. ________________________________________________________________________________________

7


3.0 ORGANIZATIONAL FRAMEWORK

The operationalization of the RPMES will be undertaken by a number of

units/entities acting as coordinators, monitors, and project implementors.

3.1 COORDINATION ACTIVITIES

To ensure that the RPMES activities are coordinated in terms of information

dissemination, submission of reports, monitoring and evaluation of project implementation,

feedback and problem-solving, coordinative mechanism of the system will be provided at the

various levels. The NEDA Board through the NPMC will oversee the implementation of the

RPMES at all levels.

Coordination of PMC activities at the subnational levels will be the responsibility of

the various development councils. Regionwide and interregional coordination will be

handled by the Regional Development Councils (RDCs), the Metropolitan Manila

Authority, Regional Planning and Development Board of ARMM, Cordillera Executive

Board of CAR and other similar bodies which may be established.

Coordination at the provincial and municipal levels will be undertaken by the

Provincial Development Councils, the City Development Councils and the

Municipal Development Councils.

3.2 PLANNING, PROGRAMMING, SCHEDULING, AND

MONITORING ACTIVITIES

Operationalization of the RPMES will be undertaken by the NPMC through the

Project Monitoring Committees (PMCs) created in each region through EO 376 and EO

93 in each province, city and municipality as mandated by RA 7160 (LGC). These PMCs

will be responsible for planning, programming and scheduling monitoring activities and

for monitoring and evaluating the implementation of development projects at their

respective levels.

The RPMES provides for the extensive and active participation of NGOs, private

volunteer organizations (PVOs) and concerned citizens as authorized monitors at all levels.

3.3 PROJECT IMPLEMENTATION ACTIVITIES

The implementation of development projects at various levels will be undertaken

by regular government agencies, nonfinancial government- owned or controlled

corporations, and local government units. They will provide monitors with their respective

annual work and financial plans, and status reports on project implementation. ________________________________________________________________________________________

8


RPMES ORGANIZATIONAL STRUCTURE

IAs/GOCC LGU

IMPLEMENTORS IMPLEMENTORS MONITORS

COORDINATORS

AGENCY

CENTRAL

OFFICE

AGENCY

REGIONAL

OFFICE

AGENCY FIELD/

DISTRICT

OFFICES

NATIONAL PROJECT

MONITORING COMMITTEE

REGIONAL PROJECT


PROVINCIAL/ CITY PROJECT MONITORING COMMITTEE

PROVINCIAL/ CITY OFFICES

(Eng’g Agri. Environment/ Natural Resources)

MUNICIPAL GOVERNMENT

OFFICES (Eng’g Agri. Environment/

Natural Resources) MUNICIPAL PROJECT


NEDA BOARD/

RDC-CORD

REGIONAL DEVELOPMENT

COUNCIL

PROVINCIAL/ CITY

DEVELOPMENT COUNCIL

MUNICIPAL DEVELOPMENT

COUNCIL

________________________________________________________________________________________

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4.0 ORGANIZATION OF PROJECT MONITORING

COMMITTEES

4.1 MEMBERSHIP

The Project Monitoring Committees (PMCs) established in each region through the

EO 376 and in each province, city and municipality through MO 175, as amended will be

composed of the following:

National PMC

NEDA Deputy Director-General – Chairman

DBM Undersecretary – Co-Chairman

PMS-OP Head – Member

DILG Undersecretary – Member

A technical working group among NEDA, DBM, DILG and PMS-OP will be created.

The NEDA will serve as the Secretariat of the NPMC.

Regional PMC

NEDA Regional Director – Chairman

DBM Regional Director – Co-Chairman

DILG Regional Director – Member

PMS-OP Regional Team Leader – Member

One RDC-NGO Representative – Member

Two NGO Representatives – Members

The NEDA Regional Office will serve as the Secretariat of the RPMC.

Provincial/City/Municipal PMC

The composition of the local PMCs will be left to the discretion of the Local

Development Council subject to inclusion of the following as mandatory members of the

PMC:

DILG Representative or Provincial/City/Local Government Officer assigned in

the area ________________________________________________________________________________________

10


One Representative of NGO/PO

One Representative of NGO members in the Local Development Council

Four PMC members appointed by the Local Chief Executive from among the

nominees of the Local Development Council nominated out of the seven PMC

members

The Chairman will be appointed by the local chief executive from among three

nominees of the Local Development Council nominated out of the seven PMC members.

4.2 CREATION OF PMCS

Region

1. The RPMC Chairman, Co-Chairman and RPMC members, shall initiate the creation

of the PMC by calling for an organizational meeting to be attended by RDC-NGO

members and NGO representatives, to discuss the objectives and functions of the

RPMC.

2. In the said meeting, the NGO representatives shall recommend the persons who will

be nominated to the RPMC. The RDC-NGO members shall submit the name of their

nominees to the RDC Chairman and Co-Chairman, thru the RPMC Chairman copy

furnished the RPMC Co-Chairman, for selection and appointment of the NGO

members to the RPMC.

Province/City/Municipality

1. The Provincial/City/Municipal Development Council shall initiate the creation of the

PMC by deciding on its composition and procedure for appointing members of the

PMC and calling an organizational meeting to be attended by those concerned (PMC

Chairman and members) to discuss the objectives and functions of the PMC.

2. In the said meeting, the NGO representatives shall recommend nominees to the PMC

who shall sit as LDC-NGO members. The PMC Chairman shall then submit the

names of these NGO nominees to the Local Development Council for selection and

appointment. ________________________________________________________________________________________

11


4.3 SELECTION AND APPOINTMENT OF NGO MEMBERS

4.3.1 Regional

The selection and appointment of NGO representatives to the Regional PMCs will be

guided by a set of criteria prescribed under Section 4.2 of the DBM-NEDA Joint Circular 1-

90, as amended.

a. the NGO representatives of the Regional Development Council shall nominate all the

NGO representatives to the PMC. All NGO nominees must meet the following basic

qualifications:

he must be a Filipino citizen;

he must be a member in good standing of a civic, religious, or any other NGO

preferably with chapters or extensions in all provinces and cities in the region; and

he must be nominated by the NGO member of the RDC.

b. all nominations shall be submitted to the RDC Chairman and Co-Chairman, thru the

RPMC Chairman and Co-Chairman for selection and appointment. Nominations must be

accompanied by the bio-data of each nominee and certification of membership in good

standing of the NGO with which the nominee is affiliated with. c. the RDC Chairman and Co-Chairman, from among the nominees of the NGO members

of the RDC shall select and appoint the NGO members to the PMC following the

qualification guidelines.

d. the term of appointment of NGO member to the PMC shall be one year without prejudice

to reappointment or a maximum of three (3) years membership in the PMC. The

appointment may be terminated at any time through the joint signatures of the RDC

Chairman and Co-Chairman.

e. an appointment may be made to fill up the unexpired term of an NGO member whose

services has been terminated.

f. the NGO member of the regional PMC shall be entitled to an honorarium at the same rate

as that of the regular RDC-NGO members allowed under MO No. 195, dated 24 October

1988. ________________________________________________________________________________________

12


4.3.2 Province/City/Municipality

Provincial/City/Municipal PMCs, on the other hand, will be guided by a set of criteria

stipulated under Section 4.2 of the DBM-DOF Joint Circular 2 – 88 dated 3 October 1988 as

amended.

a. the NGO representatives of the Local Development Council shall nominate the NGO/PO

representatives to the PMC. All NGO/PO nominees must meet the following basic

qualifications:

he must be a member in good standing of a civic, religious or any other

nongovernment organization located in the province/city/ municipality concerned;

he must be a Filipino citizen;

he must not be related by affinity or consanguinity up to the fourth degree to the

Chief Local Executive concerned; and

he must be nominated by the NGO/PO members of the Local Development Council.

b. the Local Chief Executive shall appoint the NGO/PO nominees.

c. the term of appointment of the NGO/PO member to the PMC shall be one year without

prejudice to reappointment. The term of appointment may be terminated at any time by

the joint signatures of the LDC Chairman and Co-Chairman.

d. an appointment may be extended to fill up the unexpired term of a member whose service

is terminated.

e. the NGO/PO Member of the provincial/city/municipal PMC shall be entitled to

incentives or honorarium at rates determined by RPMC, the granting of which will be

tied to reporting of status of projects to RPMC including participation in M&E activities.

________________________________________________________________________________________

13


5.0 RESPONSIBILITIES OF ENTITIES

The specific roles and responsibilities of the various units/organizations involved in

implementation of the monitoring and evaluation system are as follows:

NATIONAL ECONOMIC AND DEVELOPMENT AUTHORITY (NEDA)

a. provides overall direction and coordination of RPMES activities;

b. provides feedback to Regional PMCs on actions made on issues raised to the Cabinet

or the President;

c. provides the secretariat services as indicated; and

d. conducts training jointly with DBM and DILG for the operationalization of the

RPMES, together with other members of the NPMC.

DEPARTMENT OF BUDGET AND MANAGEMENT (DBM)

a. provides the PMCs with information on project fund releases;

b. ensures that the national PMC Secretariat is provided with copies of all Advices of

Allotment issued, whether comprehensively released at the start of the fiscal year, or

as directed by law as in the case of certain special purpose funds which require the

fulfillment of certain preconditions for release;

c. evaluates and reports on the budget performance of implementing agencies; and

d. facilitates timely releases of RPMES funds for monitoring activities at the national

and regional levels.

DEPARTMENT OF INTERIOR AND LOCAL GOVERNMENT (DILG)

a. ensures expanded scope of monitoring and evaluation to include other development

projects specified under EO 376 as amended; and ________________________________________________________________________________________

14


b. assists NEDA and other members of the NPMC in the conduct of training for the

operationalization of RPMES.

PRESIDENTIAL MANAGEMENT STAFF – OFFICE OF THE PRESIDENT (PMS-

OP)

a. includes in the agenda of the CORD-RDC Chairmen meeting with the President or

other appropriate venue, issues or problems raised through RPMES that require action

of the Cabinet/President;

b. follows up with the cabinet members/agency heads actions or recommendations to

expedite project implementation; and

c. provides feedback to concerned CORD-RDC chairman on problems/issues raised for

discussion.

DEVELOPMENT COUNCILS (RDC, PDC, CDC, MDC)

a. supervise and coordinate activities of the PMCs;

b. assess problems encountered in project implementation and provide remedial action

possible at their levels or refer problems/issues to appropriate units or next higher

development council;

c. evaluate the implementation of projects and derive lessons for future planning and

project implementation;

d. provide policy direction in planning and budget allocation based on the overall status

of project implementation;

e. report on the status of project implementation to appropriate bodies (President,

Cabinet, Congress, etc.) for information or action;

f. inform PMCs of action taken on problems referred to appropriate units (i.e., Cabinet,

OP); and

g. disseminate information to the media, general public the status of project

implementation in the respective areas of coverage. ________________________________________________________________________________________

15


LOCAL GOVERNMENT UNITS

a. provide the RDC, thru the Regional PMC Secretariat, the monitoring reports of the

Provincial, City and Municipal Project Monitoring Committees; and

b. establish local PMCs and provide needed resources for their operation and

maintenance.

NATIONAL PROJECT MONITORING COMMITTEE (NPMC)

a. coordinates and oversees implementation of RPMES at the national level and issues

directions/instructions for efficient operation of system;

b. formulates policies, strategies and guidelines for the effective conduct of M&E

activities at the regional, provincial, city and municipal level (data gathering, report

preparation, problem-solving);

c. maintains up-to-date information on foreign-assisted projects and national

development projects and prepares quarterly reports on priority programs and projects

to the President, legislature, and the general public;

d. conducts problem-solving sessions, monitor implementation of recommendation and

conduct field monitoring visits on selected projects; and

e. develops and maintains an information system to facilitate reporting from regional

PMCs, and generation of reports.

PROJECT MONITORING COMMITTEES (RPMC, PPMC, CPMC, MPMC)

a. provide list and schedule of all projects to be monitored to NGOs involved in project

monitoring;

b. collect and process reports of implementers and NGO monitors on the status of

project implementation for the information of the development council and next

higher level project monitoring committee;

c. pinpoint problems and verify information to be submitted for analysis and actions of

the development council;

d. provide feedback on the remedial actions of the development council and follow up

their implementation;

________________________________________________________________________________________ 16


e. prepare and disseminate periodic project monitoring report on the status of project

implementation; and

f. elevate to higher level bodies problems/issues which are not resolved at their level.

PMC SECRETARIAT (NATIONAL LEVEL)

a. recommends to NPMC policies, strategies and guidelines for the effective conduct of

monitoring and evaluation activities at the national, regional and local levels;

b. provides such assistance as may be required by the NPMC such as in the coordination

of the implementation of the RPMES at the national, regional and local levels;

c. provides feedback to regional PMCs on actions taken on issues raised at the national

level;

d. disseminates information on nationally-funded regional/local projects to the RPMCs;

e. monitors and reports on interregional and nationwide projects and undertake

facilitative actions on problems encountered;

f. develops and maintains up-to-date information system in support of RPMES; and

g. provides administrative support to the NPMC.

PMC SECRETARIAT (REGIONAL LEVEL)

a. prepares a Work and Financial Plan to cover the activities of the regional PMCs

which shall be endorsed by the RDC Chairman. The WFP will be the basis for the

allocation of funds for the operating requirements of RPMCs;

b. prepares the monitoring program to be undertaken by the PMCs during any given

fiscal year, which will include, among others, the list of projects and schedule of

implementation based on submission of implementing agencies; and ________________________________________________________________________________________

17


c. facilitates interagency, intergovernmental and field headquarters coordination,

whenever necessary.

PMC SECRETARIATS (PROVINCIAL, CITY, MUNICIPAL)

a. prepare the monitoring program to be undertaken by the PMCs during any given

fiscal year, which will include, among others, the list of projects and schedule of

implementation based on submission of implementing agencies;

b. provide provincial/city/municipal chief executives with information on the project to

be monitored by the local PMCs; and

c. facilitate interagency, intergovernmental and field headquarters coordination,

whenever necessary.

PROJECT IMPLEMENTORS (regular government agencies, nonfinancial government-

owned or controlled corporations, state colleges and universities and local government units)

National Level

a. furnish copies of the Agency Work and Financial Plans to the National PMC

Secretariat, thru the NEDA Project Monitoring Staff (NEDA-PMS) not later than

two weeks after approval by DBM.

The Department of Public Works and Highways and Transportation and

Communications, in particular, will provide the national PMC Secretariat, thru the

NEDA-PMS, copies of the National Infrastructure Program for the regions within two

weeks after approval by the President. For GOCCs, copies of approved projects for the

calendar year should be submitted to the National PMC Secretariat.

Regional, Provincial, City, Municipal Levels

a. submit periodic reports to the monitoring committee on the status of project

implementation based on suggested reporting forms;

b. provide authorized monitors (PMC Members) assistance in getting access to more

detailed information on project implementation (e.g., detailed work program); ________________________________________________________________________________________

18


c. submit to next higher level office of line agency reports on status of project

implementation; and

d. implement/institute remedial measures on problems/issues identified as suggested by

the development council.

NGO-Authorized Monitors

a. assist the project monitoring committee or development council in monitoring and

evaluation of projects by identifying implementation problems or outstanding

performance through project exception reports;

b. ensure effective/efficient implementation of projects through vigilance; and

c. act as government partners in ensuring transparency in project implementation.

________________________________________________________________________________________

19


6.0 SYSTEMS FRAMEWORK

The underlying principle of the monitoring and evaluation system framework is its

usefulness in enhancing the efficiency of project implementation at the various levels.

Hence, the monitoring and evaluation system at any level is primarily for the purpose of

expediting project implementation at that level and to determine whether the objectives of

the projects are accomplished. Providing the next higher level development council with

reports on the status of project implementation is only a secondary function.

The schematic diagram (Figure 2) describes the overall framework for monitoring

projects at each level under the RPMES. The diagram likewise traces the reporting, feedback

and referral flows within the among the various levels of monitoring and evaluation –

national, regional, provincial/city, and municipal levels.

For each level, the linkages among the project implementors as the basic source of

project information, the Project Monitoring Committees as coordinators/ monitors,

authorized nongovernment organizations as project monitors, and the development councils

at various levels as decision-making and problem-solving bodies are traced. ________________________________________________________________________________________

20


RPMES: OVERALL SYSTEM FRAMEWORK

NATIONAL LEVEL INFORMATION/APPROPRIATE

RDC-CORD/NEDA ACTION/DECISION

BOARD

NEDA/ NATIONAL SECRETARIAT

DBM/ CONSOLIDATION OF ACO/REG’L

PMS-OP/ REPORTS/SUBMISSION OF

DILG RECOMMENDATION/MTPIP

MONITORING

PROJECT IMPLEMENTOR

A C O prepare WFP

prepare agency reports

QUARTERLY

REGIONAL LEVEL QUARTERLY QUARTERLY MONTHLY

REGIONAL REGIONAL MONITORING PROJECT IMPLEMENTOR

DEVELOPMENT COUNCIL COMMITTEE (DILG,DECS,DOH, other

discuss projectimplementation monitor/evaluate, consolidate Implementing Agencies/

issues/problem-solving regional progress reports GOCCs and LGUs)

QUARTERLY

NGOs/

Concerned

Citizens

SUB REGIONAL MONTHLY MONTHLY MONTHLY

LEVEL PROVINCIAL/CITY PROVINCIAL PROJECT PROJECT IMPLEMENTOR

DEVELOPMENT COUNCIL MONITORING COMMITTEE

(Implementing Agencies/

discuss projectimplementation monitor/evaluate,validate

GOCCs, NGOsand LGUs)

PROVINCIAL/CITY issues/problem-solving provincial progress reports

NGOs/

Concerned

Citizens

MUNICIPALLEVEL MONTHLY MONTHLY

MUNICIPAL MUNICIPAL PROJECT PROJECT IMPLEMENTOR

DEVELOPMENT COUNCIL


(Implementing Agencies/

discuss projectimplementation

monitor/evaluate,validate

NGOsand LGUs)

issues/problem-solving

provincial progress reports

NGOs/

Concerned Citizens

Flowlines: REPORTING FEEDBACK REFERRAL MONITORING/VALIDATION ________________________________________________________________________________________

21


7.0 PROCESS FLOW

7.1 GENERAL

The monitoring and evaluation process starts with the planning, programming and

scheduling of monitoring activities to be undertaken by the respective PMCs for the year.

The following documents will be prepared:

a. Work and Financial Plan (WFP) to cover the activities of the regional and

provincial, city, municipal PMCs during the calendar year. The WFP will be prepared

by each Regional PMC following the guidelines set by the DBM as basis for the

allocation of funds for the operating requirements of the regional PMCs. The WFP

endorsed by the RDC Chairman should be coursed through the DBM Regional Office

for evaluation and endorsement to the DBM Central Office for approval.

b. Monitoring Plan (MP) which shall include, among others, the list of projects to be

covered by the RPMES during the year, and the corresponding schedules of

implementation. The monitoring plan will be prepared by PMC Secretariats at the

national and regional levels based on the submission of implementing agencies. The

scope of monitoring at each level will be guided by the guidelines set in Section 2.2 of

this manual.

c. Monitoring Work Program (MWP) which shall serve as operational checklist on the

sequential activities required to achieve the objectives of the monitoring and

evaluation. The MWP shall contain adequate information and shall specify particular

projects to be inspected, responsibilities, timetables, performance standards and

targets, budgets, etc. It will be prepared by the PMCs at the regional level based on

the monitoring plans prepared by the PMC Secretariats, and the initial reports and

Work and Financial Plans from implementing agencies. The MWP will be distributed

to all units involved in the RPMES.

Once the projects are in motion, monitoring and evaluation of the performance of

projects will be undertaken. Project monitoring inputs will come from project implementers

and NGOs, and submitted to the Project Monitoring Committees for processing and

consolidation. Where verification or validation of reports are needed, project visits will be

conducted by the PMCs.

________________________________________________________________________________________

22


The consolidated reports will be submitted to the development councils for

information and evaluation. Problems encountered in project implementation will be

assessed to determine the remedial actions that can be undertaken at their level. The

discussion of the project implementation issues will be included in the agenda of the

development councils meeting. It will take the form of a problem-solving session with

concerned implementing agencies attending. If the problems/issues cannot be resolved at

their level, these issues will be elevated to the higher level Development council (e.g., issues

that cannot be resolved at the municipal level will be elevated to the provincial level, or

directly from the municipal level to the regional level for problems that require RDC action).

Project Monitoring Committees will likewise submit regular consolidated reports to

the next higher level PMC, but these will only serve as secondary sources of data on project

implementation. The primary sources of data will still be the project implementors and

NGOs at the same level as the PMC. Consolidation and submission of reports at the

municipal, city and provincial levels will be done on a monthly basis, and quarterly for the

regional level.

The output reports prepared at the regional level will be submitted to the RPMES

National Secretariat, copy furnished the DBM, for integration/ consolidation. The

consolidated report will then be used as input during the Problem-Solving Sessions (PSS) of

the CORD-RDCC meeting, with the President or the Presidential Assistants or NPMC with

the regions.

7.2 NATIONAL LEVEL

1. All national government agencies will furnish copies of their Work and Financial Plans

covering respective Public Investment Program/ Projects to the NPMC Secretariat

excluding internal administration support, and capital outlays to the National PMC

Secretariat through the NEDA-PMS not later than two weeks after approval by DBM.

Specifically, DPWH and DOTC will provide the National PMC Secretariat, through the

NEDA-PMS, copies of the National Infrastructure Program for the regions within two

weeks after approval by the President. 2. The DBM will ensure that the National Secretariat is provided with copies of all Advice

of Allotments issued, whether comprehensively released at the start of the fiscal year or

as directed by law as in the case of certain special purpose funds which require the

fulfillment of certain preconditions of release, including issuance of Notice of Cash

Allocation to implementors. ________________________________________________________________________________________

23


3. The National PMC Secretariat will disseminate information on projects to be monitored

by the regional and provincial, city and municipal PMCs to the different RDCs. The

Regional PMCs shall be responsible for disseminating information on projects to be

monitored to the provincial, city and municipal levels. 4. The project implementors will undertake projects and prepare and submit status reports

of project implementation to the National PMC.

5. National PMC Secretariat will assess agency reports and conduct project visits for

selected projects as may be identified based on established criteria.

6. National PMC Secretariat will process reports of various implementing agencies, RDCs

and prepare QUARTERLY consolidated report on status of project implementation.

7. The national PMC will evaluate problems, provide/formulate recommendations and

submit these to the Office of the President/ Cabinet for appropriate action or may initiate

problem-solving sessions with the Cabinet and the President.

8. National PMC Secretariat will provide feedback to concerned

implementers/RDCs/PMCs/LGUs/NGOs and other concerned agencies and follow up

implementation of remedial measures.

7.3 REGIONAL LEVEL

1. The RPMC, upon receipt of information on projects to be monitored, will classify

projects which may be monitored, either thru desk monitoring or actual

validation/ocular inspection, at the provincial, city and municipal levels.

Information on projects to be monitored will come from the following sources:

a. Monitoring Plan prepared by the National PMC Secretariat;

b. Work and Financial Plans/Initial Project Reports submitted by the Regional Offices of

Regular Government Agencies;

c. Reports provided by DBM Regional Offices, such as list of projects funded out of the

General Appropriations Act and/or the Infrastructure Program; and

d. Work programs for locally-funded projects submitted by the Local Chief Executives.

________________________________________________________________________________________

24


2. The RPMC will prepare the Work and Financial Plan to cover the activities of the

regional PMCs which shall be endorsed by the RDC Chairman to the DBM Regional

Office as basis for the allocation of funds for the operating requirements at the regional

level PMCs. 3. The RPMC Secretariat will prepare the monitoring plan to be undertaken by the

regional/provincial, city, municipal PMCs which shall include, among others, the list of

projects and schedule of implementation based on the submission of implementing

agencies.

4. The RPMC Secretariat will provide the NGOs with the Regional Monitoring Plan, and

the provincial/city/municipal PMCs and Chief Executives with information on projects to

be monitored at their level.

5. The RPMC will prepare its monitoring work program for the calendar year.

6. The project implementers will undertake projects and prepare and submit status reports

of project implementation to the RPMC.

7. NGOs (RPMC members or other independent NGOs/Pos and concerned citizens) will

submit project exception reports to the RPMC, copy furnished the implementors.

8. RPMC will assess NGO and agency reports and conduct project visits for selected

projects as may be identified based on established criteria.

9. RPMC will process reports of various implementing agencies, provincial PMCs and

provide RDC a consolidated report on status of project implementation.

10.RPMC will evaluate problems and provide/formulate recommendations during its regular

MONTHLY or special meetings, and submit same to RDC for appropriate action.

11.RDC will assess reports and take proper action (problem-solving, referral to other

agencies/council/bodies).

12.RPMC will provide feedback to concerned implementors/LGUs/NGOs and other

concerned agencies and follow up implementation of remedial measures.

13.RPMC will forward status report on project implementation to the National PMC

Secretariat and other higher level bodies. ________________________________________________________________________________________

25


7.4 PROVINCIAL/CITY LEVELS

1. The Provincial/City PMC Secretariat will include Provincial/City-funded development

projects (20% of the IRA share) in the monitoring plan and provide copies to the

NGOs. The monitoring plan will contain information on projects to be implemented at

these levels. 2. The Provincial/City PMC will prepare its monitoring work program for the calendar year.

3. Project implementors will undertake projects and prepare and submit status reports

on project implementation to Provincial/City PMC.

4. NGOs (Provincial/City PMC members or independent NGOs/PVOs and

concerned citizens) will submit project exception reports to the Provincial/City

PMC, copy furnished the project implementors.

5. Provincial/City PMC will assess reports of implementors (agency or LGU) and NGOs,

and conduct project visits of projects as identified in the monitoring work program.

6. Provincial/City PMC will process reports of various implementors and municipal PMCs,

and provide Provincial Development Council with a consolidated report on status of

project implementation in the province.

7. Provincial/City PMC will evaluate problems, recommend solutions during its regular

or special meetings, and refer these to the Provincial/City Development Council for

appropriate action. The provincial/city PMC will hold regular QUARTERLY meetings

for this purpose or call special meetings as needed.

8. PDC/CDC will assess reports and take proper action (problem-solving, referral

to appropriate agencies/council).

9. Implementors will take remedial action on problems/issues encountered in

project implementation.

If, after a reasonable period of time, no remedial measure/ appropriate action has been taken

on the problems referred to the concerned agency/local development council, the

Provincial/City PMC will forward the issue to the RDC.

10.Provincial/City PMC will provide feedback to concerned implementors, LGUs, NGOs

and other concerned agencies and follow up implementation of remedial measures.

________________________________________________________________________________________

26


11. Provincial/City PMC will forward consolidated status report on project implementation

in the province/city to the RPMC.

7.5 MUNICIPAL LEVEL

1. The Municipal PMC Secretariat will prepare its monitoring work program for the

calendar year. 2. Project implementors will prepare and submit status reports on project implementation to

the municipal PMC.

3. NGOs (Municipal PMC members and other independent NGOs/ PVOs and concerned

citizens) will submit project exception reports to the municipal PMC, copy furnished the

implementors.

4. Municipal PMC will assess NGO and agency/LGU reports, and conduct project visits for

selected projects as identified in the municipal monitoring work program.

5. Municipal PMC will process reports of various implementors and provide the MDC a

consolidated report on the status of project implementation in the municipality.

6. Municipal PMC will evaluate problems, formulate recommendations and refer these to

the municipal Development Council for appropriate action. (It is suggested that the

municipal PMC will hold MONTHLY meetings for this purpose).

7. MDC will assess reports and take proper action (problem-solving, referral to appropriate

agencies/council).

8. Implementors will take remedial action on problems/issues encountered in project

implementation. If after a reasonable period of time, no remedial measures/appropriate

actions have been taken on the problems referred to the concerned agency/local

development council, the Municipal PMC will forward the issue to the PDC.

9. Municipal PMC will provide feedback to concerned implementors, LGUs, NGOs and

other concerned agencies and follow up implementation of remedial measures.

10.Municipal PMC will forward consolidated status report on project implementation in the

province/city to the Provincial PMC. ________________________________________________________________________________________

27


8.0 REPORTING 8.1 GENERAL GUIDELINES

To continuously monitor the funds earmarked for each project/activity in relation to

the agency/LGU accomplishment, the prescribed reports shall be accomplished by the

various implementors and monitoring units for capital investment project/activity

implemented. Option for the use of input forms is available subject to conditions mentioned

in Sec. 8.1.8 and 8.5. However, output report forms for PMCs are prescribed to facilitate

consolidation of report.

1. The implementors shall accomplish the following input reports:

a. Initial Project Reports – containing basic information on projects to be implemented

and activities to be undertaken during the year. These include name of project,

schedules, financial and physical targets for each project/activity. These are

accomplished at the beginning of the year or before project implementation, or when

there are revisions in the project targets. (RPMES Form No. I-1 – Monthly Physical

and Financial Targets)

b. Physical and Financial Accomplishment Report – containing information on the

status or progress of projects implemented or activities undertaken. The cutoff date

for reporting project accomplishment shall be the 25th day of the month covering the

period of report. (RPMES Form No. I-2 – Monthly Physical and Financial

Accomplishment Report)

2. The following output reports shall comprise the Consolidated Monitoring Report of the

Project Monitoring Committees at various levels, which shall be submitted to the

Development Councils and the next level PMC:

a. Report on the Status of Projects Encountering Problems in Implementation

(RPMES Form No. 0-1)

b. Project Monitoring Report by Project, by Agency and by Sector (RPMES Form

Nos. 0-2, 0-3 and 0-4) 3. NGO/PO authorized monitors are encouraged to submit the Project Exception Report for

outstanding performance by implementors. Likewise, they shall submit the same for

problems/issues encountered in project implementation.

________________________________________________________________________________________

28


4. The output reports of the Provincial PMCs and progress reports of regional implementors

shall be processed into consolidated monitoring reports. 5. As a general rule, the public shall be given access to RPMES reports and other

documents.

6. The PMCs shall see to it that members of Congress, among others, are regularly briefed

on the status of projects in their respective districts.

7. The suggested reporting formats under the RPMES contain the minimum information

requirements for monitoring physical and financial performance of implementors. Thus,

other existing monitoring reports required of agencies/monitors by mother agencies/other

bodies may continue to be accomplished. However, it is encouraged that RPMES formats

be utilized and other information desired/required of implementors be indicated as

additional data in said RPMES forms.

8. A reporting option is available within RPMES which provides for the use of the project

implementors’ existing reporting formats in submitting reports, provided that all the

information requirements of the RPMES can be satisfied, with regards to coverage,

content and frequency. The PMC concerned will decide on the usefulness/acceptability

of the existing agency reports for RPMES purposes. Moreover, it (PMC) will have to

inform implementing agencies on data gaps in their reports for subsequent reporting.

9. The existing reporting requirements of the Department of Public Works and Highways

for infrastructure projects requiring the S-curve (for projects above P3 million and with

gestation periods of more than one year), will continue to be accomplished, provided that

same be furnished the RPMC and other project monitoring committees concerned.

However, for projects costing below P3 million, the accomplishment of the prescribed

RPMES forms is required.

8.2 INPUT FORMS

To come up with the desired outputs, the RPMES suggests three (3) input forms to be

accomplished by implementing agencies and NGOs. The formats of the input forms are

simple and contain only the minimum information required for project monitoring and

evaluation. These forms are used in monitoring and reporting the status of project

implementation for a single year.

________________________________________________________________________________________ 29


1. Initial Project Reports (PMC Forms I-1) – Input reports containing basic information

such as name of project, total project cost, location, description of project and monthly

schedules of both financial and physical targets of each project. This report will be

accomplished at the beginning of the year or after projects have been bidded/awarded, as

the case may be, by the implementing agencies/GOCCs/LGUs. 2. Physical and Financial Accomplishment Report for Capital Investment Projects (PMC

Form I-2) – Input report on physical and financial accomplishment of the project,

including employment generated, problems encountered and measures recommended to

solve these problems. This will be accomplished by the implementing agencies on a

monthly basis. The cutoff date for reporting project accomplishment shall be the 25th day

of the month covering the period of the report to allow for actual submission of report to

regional PMCs before the end of reporting month.

3. Project Exception Report (PMC Form 1-3) – This report is used when implementation

problems needing immediate action by the PMC or the development council are

encountered, or when project implementation has been outstanding. It records the critical

problems that result to delays in project implementation outside the tolerable limits in the

case of the former, and the factors that contribute to outstanding performance in the case

of the latter.

The formats and guidelines for accomplishing these input forms are presented in Annex

A.

8.3 OUTPUT FORMS

The Project Monitoring Committee has to come up with these types of reports:

1. Report on the Status of Projects Encountering Problems in Implementation (PMC

Form 0-1) – Output report of the PMC on projects encountering delays indicating actions

taken by/recommendations of the development council. 2. Financial and Physical Status of CAPITAL INVESTMENT Projects (PMC Form 0-2)

- Output report of PMC on status of implementation in the region, province/city or municipality. This report will provide information on the financial and physical status of

ongoing capital investment projects in a specific area. It will contain the project title,

implementing agency, schedules (original or revised), financial and physical

performance, problems encountered in implementation and employment generated by the

project in man-days.

________________________________________________________________________________________

30


3. Summary of Financial and Physical Accomplishment by Agency (PMC Form 0-3) -

This output report will provide a summary of the overall financial and physical

performance of implementing agencies in a specific region, province/city or municipality. 4. Summary of Financial and Physical Accomplishment by Sector (PMC Form 0-4) –

This output report will provide a summary of the overall financial and physical

performance of the various sectors (i.e., infrastructure, agriculture, social development,

etc.) in a specific region, province/city or municipality.

These reports will be submitted to the development councils and next level PMCs for use

in their assessment of project implementation and in the identification of appropriate

remedial actions that can be taken at their level. Issues/Problems which cannot be

resolved at a particular level will be elevated to higher level councils/committees.

Formats and guidelines for the preparation of these outputs are in Annex B.

8.4 FREQUENCY AND TIMING OF SUBMISSION

Provincial/City/Municipal Levels:

The cutoff date of reporting the monthly accomplishment shall be on the 25th day of

the month under report. The monthly reports shall be submitted to the PMC on or before the

30th day of the month under report.

Consolidated reports will be submitted to the respective development councils on or

before the 7th day of the month following the reporting period.

Submission of the consolidated reports from the provincial PMCs to the regional

PMCs will be undertaken on a quarterly basis, but not later than two weeks after the

reference quarter.

Regional Level:

Submission of agency reports at the regional level and the provincial PMC

consolidated report will be quarterly. Agency reports will be submitted to the Regional PMC

not later than two weeks after the reference quarter. The consolidated reports will be

submitted to the RDC on the third week of the month following the reference quarter.

________________________________________________________________________________________

31


Consolidated reports from the regional PMCs will be submitted to the National PMC

on or before the 30th day of the month following the reference quarter.

8.5 OPTIONS

The system provides for two options in the generation of basic data on projects, the

choice of which will depend on the capability of the units accomplishing the forms and the

characteristics of the implementor’s existing monitoring system at regional, provincial, city

and municipal levels.

OPTION 1

Under this option, implementing agencies will accomplish two types of input forms:

PMC Form 1-1 at the start of the year, and PMC Form 1-2 for the monthly/quarterly

reporting of the status of project implementation. Non-government/People’s organizations as

project monitors shall use PMC Form 1-3, the project exception report form, to record

findings (problems/issues and outstanding performance) identified as a result of project

visits. The form will likewise contain the reasons and the recommended remedial actions.

The implementing agencies may, at their option, also use this form to report problems, or

outstanding performance.

OPTION 2

This option provides for the use of the existing report forms of line agencies. Instead

of filling up the prescribed initial and status report forms, the implementing agencies will

provide the PMCs copies of their reports. This is on the premise that these reports contain all

the information/data consistent that are required by the PMCs to prepare prescribed output

reports. As in Option 1, PMC Form 1-3 will be accomplished by the NGOs, and the

implementing agency. The PMC will evaluate the appropriateness of the implementor’s

reporting system (forms) to satisfy the information requirement of RPMES. The PMC will

have to approve the use of Option 2 by concerned implementing agency/corporation.

Figure 3 in the next page presents the two options in diagram form.

________________________________________________________________________________________

32


FIGURE 3: REPORTING OPTIONS 1 AND 2

IMPLEMENTORS NGOs

PROJECT

MONITORING

COMMITEE

DEVELOPMENT

COUNSIL

PLANNING

BOARDS

O P T I O N-1

FORM I-1

FORM I-2

FORM I-3

O P T I O N-2

AGENCY FORMS

FORM I-3

P

R

O

C

E

S

S

I

N

G

FORM 0-4

FORM 0-3

FORM 0-2

FORM 0-1

________________________________________________________________________________________

33


9.0 MONITORING PROCEDURES 1. The PMCs must have their respective monitoring plans prepared before the end of the

preceding year as the basis for their regular monitoring. This plan should include specific

projects as defined in Section 2.2 of this manual for each level of PMC. Regular updates

of the status of projects included in the monitoring plan should be obtained from the

implementing agencies and processed by the PMCs. 2. From the list of projects to be monitored for the current year, the PMC should be able to

schedule regular project field visits/inspections for a particular reporting period. This

schedule of project visits will now be included in the monitoring work program which

the PMC will fund and visit in a particular period. Detailed Programs of Work (POW) on

those projects to be visited must be secured prior to the actual visit.

3. Conduct initial appraisal of projects to be monitored based on information obtained from

the Monitoring Plan and the Initial Project Reports submitted by project implementors. If

the project is undertaken by contract, secure if possible, Performance Bond and Notice to

Proceed. If undertaken by administration, check whether the required “Authority to

Undertake project by Administration” has been issued.

4. Coordinate/Establish linkage with project implementors to ensure timely submission of

reports, accuracy of project evaluation and secure their cooperation and active

participation throughout the monitoring process. Such coordination/linkage should

include, among others, a briefing on the timing and scope of monitoring activities and

provision for a feedback mechanism on problems and issues encountered during project

implementation.

5. Analyze project/activity accomplishment reports and project exception reports submitted

by project implementors and NGOs/POs, respectively.

6. Conduct regular ocular inspection at project sites on those projects which have been

programmed to be visited as well as those projects where verification or validation of

reports is needed due to the magnitude of the delay. This activity will involve the

following:

________________________________________________________________________________________

34


a. Conduct interviews with Project Engineer, laborers, barangay officials, and reputable

residents of the locality to validate status of projects, reported problems/findings and

to verify whether the project is being implemented in accordance with approved

conditions, plans and specifications. b. Compare reported accomplishments against approved project schedules to determine

whether the project is behind or ahead of schedule.

Examine accomplishment chart/report or S-curve to detect slippage (difference

between targeted/programmed accomplishment and actual accomplishment).

If the slippage is positive, the project is ahead of schedule; if negative, it is behind

schedule.

Ascertain whether the delay in project implementation is justifiable or not. Some

causes of delay are:

lack of materials

liquidity problems of contractor

delayed release of funds

force majeure (natural calamities)

right-of-way problem

peace and order condition c. Investigate any deviation from the approved conditions, plans and specifications.

Some causes of deviation are:

modification/substitution of materials increase in the original quantities of any or all items of work

reclassification of an existing item to another as provided for in the

original contract decrease in the quantity of work due to underruns or deletion of portions or

sections of the project nonadherence of contractor to the defined conditions in the contract

(e.g., maximum hiring of workers from the project site)

________________________________________________________________________________________

35


d. Determine whether deviations are authorized or not, that is, they are covered by a

Change Order, Extra Work Order or Suspension Order.

e. Assess quality of work whether it is in accordance with established

engineering/quality control standards or within the level of acceptability. Reference

may be made to the results of the Materials/ Quality Control Testing conducted by

authorized personnel.

f. Obtain feedback from laborers, local officials and concerned citizens to verify

reported anomalies/irregularities.

7. Report findings and recommendations to the development councils or its Excom for

deliberations/resolution/action. The Excom or RDC meeting should include a problem-

solving item in its agenda. Problems and issues that cannot be resolved at the local levels

shall be elevated to the next higher level or other appropriate bodies, as the case may be. 8. Upon completion of the project, conduct an evaluation of selected projects to determine

that the same is completed as per plans and specifications and the targets achieved.

Verify Completion Report, Final Inspection Reports and Certificate of Acceptance/Turn-

over if they are in order. Make an assessment of the lessons and insights drawn in the

course of projects implementation and make this available to project planners.

________________________________________________________________________________________

36


10.0 PROBLEM-SOLVING MECHANISM

To operationalize the primary objectives of RPMES, regular problem-solving sessions

should be conducted to obtain maximum benefit from the information made available by the

M&E activity.

The following procedure should apply in the project facilitation activity at the

regional, provincial, city and municipal levels:

1. PMC will discuss the project implementation issue/problem and submit recommendations

to Development Council or its Executive Committee (Excom) depending on the urgency

of the problem. 2. Development council or its Excom will include a problem-solving item in its agenda to

discuss and resolve the problems/issues with the implementing agency during its

meetings. The implementor(s) of subject project(s) will be invited to attend this meeting.

3. Development council or Excom will refer unresolved problems to higher bodies (next

level Development Council).

4. Monitoring of the implementation of the remedial measures will be conducted by

respective PMCs.

________________________________________________________________________________________

37


11.0 PROCEDURES FOR COMPUTING

ACCOMPLISHMENTS

11.1 FINANCIAL ACCOMPLISHMENT

Funding Support (%)

1. Get the sum of releases.

2. Compute for the total programmed amount. 3. Divide total releases by total programmed amount and multiply by 100 to

get financial support (%).

Total Releases Financial Support (%) = ------------------------------------------- x 100

Total Programmed Amount

Expenditures Rate (%)

1. Get the sum of expenditures by adding unpaid obligation and cash disbursement. 2. Compute for the total programmed amount. 3. Divide total expenditures by total programmed amount and multiply by 100 to

get expenditure rate (%).

Total Expenditures

Expenditure Rate (%) = --------------------------------------- x 100 Total Programmed Amount

11.2 PHYSICAL ACCOMPLISHMENT OF PROJECT

1. Identify the components of the project and its costs. 2. Compute for the relative weight of each component by taking the ratio of the

cost of each component to the total project cost. 3. Compute for the cumulative percent accomplishment (target and actual) of each

component by taking the ratios of the target and actual accomplishment to the

total component target. 4. Multiply the percent accomplishment by the relative weight of the project

component to get the weighted accomplishment of each component. ________________________________________________________________________________________

38


5. Add up the weighted accomplishment of each project component to get the overall

weighted project accomplishments. 6. Subtract target accomplishment from actual accomplishment to get project

component slippage.

MATHEMATICAL FORMAT FOR COMPUTING PROJECT

ACCOMPLISHMENT:

Project Relative Accomplishment (%) Weighted

Component Cost Weight Target Actual Target Actual Slipppage (1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)

--------------- --------- ------------- -------------------------------- --------------------------- ------------- c1

PC1 c1 w1 = --- t1 a1 w1 x t1 w1 x a1 s1 ct

c2 PC2 c2 w2 = --- t2 a2 w2 x t2 w2 x a2 s2

ct

. . . . . . . .

. . . . . . . .

. . . . . . . . cn

PCn cn wn = --- tn an wn x tn wn x an sn ct

----------------------------------------------------------------------------------------------------------------------------- -------------------- n n n n n

∑ ci = ct ∑ ci / ct = ∑ w1 = 1.0 ∑ wi x ti = A ∑ wi x ai = B

i = 1 i = 1 i = 1 i = 1 i = 1

B OVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent)

A OVERALL PROJECT SLIPPAGE = B – A = (percent) Where: i = 1,2,3,….n (as component of project) t = target in terms of equivalent percent for each component of project a = actual accomplishment in equivalent percent for each component of project w = relative weight of a component to total project based on cost c = cost of each component s = slippage or difference between actual and scheduled accomplishment A = overall weighted project target in percent B = overall weighted project accomplishment in percent

11.3 PHYSICAL ACCOMPLISHMENT OF AGENCY

1. Identify all ongoing projects of the agency and their costs. 2. Compute for the relative weight of each project by taking the ratio of the cost f each

project to the total cost of all projects of the agency scheduled for the year. ________________________________________________________________________________________

39


3. Compute for the cumulative percent accomplishment (target and actual) of each

project by taking the ratios of the target and actual accomplishment to the total project

target.

4. Multiply the percent accomplishment by the relative weight of the project to get the

weighted accomplishment of each project. 5. Add up the weighted accomplishment of each project to get the overall weighted

agency accomplishments. 6. Subtract target accomplishment from actual accomplishment to get project slippage.

MATHEMATICAL FORMAT FOR AGENCY ACCOMPLISHMENT:

Relative Accomplishment (%) Weighted

Project Cost Weight Target Actual Target Actual Slipppage (1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)

--------------- --------- ------------- -------------------------------- ----------------------------- -------------

P1 C1 W1 T1 A1 W1 x T1 W1 x A1 S1

P2 C2 W2 T2 A2 W2 x T2 W2 x A2 S2 . . . . . . . . . . . . . . . .

. . . . . . . .

Pn Cn Wn Tn An Wn x Tn Wn x An Sn ----------------------------------------------------------------------------------------------------------------------------- --------------------

n n n n ∑ Ci = Ct ∑ Ci / Ct = WT = 1.0 ∑ Wi x Ti = AT ∑ Wi x Ai = BT

i = 1 i = 1 i = 1 i = 1

B

OVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent) A

OVERALL AGENCY SLIPPAGE = BT – AT = (percent) Where: i =1,2,3,….n (as component of project) C = cost of agency projects W =relative weight of agency project to total area based on cost T = target of project in equivalent percent A = actual accomplishment of project in equivalent percent S = slippage of project or difference between actual and scheduled accomplishment AT = overall weighted agency target in percent BT = overall weighted agency accomplishment in percent ________________________________________________________________________________________

40


11.4 PHYSICAL ACCOMPLISHMENT OF AREA COVERED*

1. Identify the agencies implementing projects in the region, province, city or

municipality and compute for the total cost of all projects scheduled for

implementation during the year per agency.

2. Compute for relative weight of each agency to total cost (area) by taking the ratio of

total cost of each agency’s projects to total cost of all projects in the area.

3. Compute for the cumulative percent accomplishment (target and actual) of each

agency by taking the ratios of the target and actual accomplishment to the total agency

target.

4. Multiply percent accomplishment of each agency by the relative weight of the agency

to get the weighted accomplishment of each agency.

5. Add up the weighted accomplishment of each agency to get the overall weighted

agency accomplishment.

6. Subtract target accomplishment from actual accomplishment to get project slippage.

_____________________ * Area may refer to region, province, city or municipality

________________________________________________________________________________________ 41


MATHEMATICAL FORMAT FOR AREA ACCOMPLISHMENT:

Relative Accomplishment (%) Weighted

Agency Cost Weight Target Actual Target Actual Slipppage (1) (2) (3) (4) (5) (6) (7) (8)=(5)-(4)

--------------- --------- ------------- -------------------------------- ----------------------------- -------------

AGENCY1 C1 W1 T1 A1 W1 x T1 W1 x A1 S1

AGENCY2 C2 W2 T2 A2 W2 x T2 W2 x A2 S2 . . . . . . . . . . . . . . . . . . . . . . . .

AGENCYn Cn Wn Tn An Wn x Tn Wn x An Sn

CT WT AT BT

n n n n ∑ Ci = Ct ∑ Wi = WT = 1.0 ∑ Wi x Ti = AT ∑ Wi x Ai = BT

i = 1 i = 1 i = 1 i = 1

BT

OVERALL WEIGHTED PERFORMANCE = ---- X 100 = (percent) AT

OVERALL AREA SLIPPAGE = BT – AT = (percent) Where: i = 1,2,3,….n (as component of project) C = cost of agency projects W =relative weight of agency project to total area based on cost T = target of agency in percent A = actual accomplishment of agency in percent S =slippage of agency or difference between actual and scheduled AT = overall weighted area target in percent BT = overall weighted area accomplishment in percent ________________________________________________________________________________________

42


11.5 A SAMPLE CASE FOR COMPUTING PERFORMANCE AND SLIPPAGE

1. Compute for the relative weight of each project component/project/ agency:

Component Cost Relative

Project/Agency (in P000) Weight

A 500 500/1000 = 0.5

B 300 300/1000 = 0.3

C 200 200/1000 = 0.2

------ ------------------

TOTAL 1000 1.0

2. Compute for the percent accomplishment (performance) as of reporting period:

Component/ Overall Accomplishment Percent Accomplishment

Project Target Schedule Actual Schedule Actual

(Whole year) ----------------------------------------------------------------------------------------------------------------

A 6 km. 3 km. 2 km. 3/6x100=50% 2/6x100=33%

B 3 km. 2 km. 1 km. 66% 33%

C 1 ha. 1 ha. 1 km. 100% 100%

3. Compute for the weighted project performance:

Percent

Component/ Weight Accomplishment Weighted Accomplishment

Project Schedule Actual Schedule Actual

--------------- -------------- ----------------------------- ----------------------------------------------

A 0.5 50 33 50(.5) = 25.0 33(.5) =16.5

B 0.3 66 33 66(.3) = 19.8 33(.3) = 9.9

C 0.2 100 100 100(.2) = 20.0 100(.2) =20.0

-------- -------- ----------

TOTAL 1.0 64.8% 46.4%

OVERALL WEIGHTED ACTUAL ACCOMPLISHMENT = 46.4% OVERALL PROJECT SLIPPAGE = 46.4 – 64.8 = -18.4% ________________________________________________________________________________________

43


________________________________________________________________________________________

44


ANNEX A

________________________________________________________________________________________

45

46

_________________________________

____________________________________________

___________

PMC FORM I-1 INITIAL PROJECT REPORT Physical and Financial Targets for Capital Investments Programs/Projects

IMPLEMENTOR > ____________________________

(A) NAME OF PROJECT

(B) LOCATION

TOTAL

CY ______ PHYSICAL/FINANCIAL TARGET

(C) SECTOR/SUBSECTOR

(D) FUNDING SOURCE PROJECT

(E) FORCE ACCOUNT/ TARGET

PAKYAW/ JAN FEB

MAR

APR MAY JUN JUL AUG

SEP OCT NOV DEC

TOTAL

NAME OF CONTRACTOR

(2)

(3) (4)

(5)

(6) (7) (8) (9 (10)

(11) (12) (13) (14)

(15)

(F) PROJECT SCHEDULE)

1. FS

%

OI

EG

2. FS

%

OI

EG

3. FS

%

OI

EG

FS – financial schedule % - overall physical target in percent OI – output indicator/targets EG – employment generated

PREPARED BY :_________________________________

DESIGNATION :_________________________________ NOTED :_____________________________

DATE :_________________________________ AGENCY HEAD

Na

tion

al P

roject M

on

itorin

g C

om

mittee


TITLE: INITIAL PROJECT REPORT (PMC Form I-1)

Physical and Financial Targets for Capital Investment Programs/Projects

PURPOSE: This report is used to record the basic information on capital investment

programs/projects that are being implemented by the agency, GOCC or LGU.

It will contain such information as name of project, funding source, location,

total project cost, project schedule, mode of implementation and the physical

and financial targets for the year.

RESPONSIBILITY: Implementing Agencies/GOCCs/LGUs

FREQUENCY: To be submitted at the beginning of the year or at the start of the project

and updated annually for multiyear projects.

SUBMISSION DATE: After the project has been bidded or awarded/contracted out or at

the start of the project.

DISTRIBUTION: 1 copy – Project Monitoring Committee

DEFINITION OF ENTRIES:

Implementor – Name of agency/GOCC/LGU that implements the project

For Column (1), indicate the following:

(A) Name of Project – Title of project as found in the approved program of work, loan or

grant agreement. For reporting of subprojects (i.e. contracts,

components) indicate reference to mother project title

(B) Location - Barangay/municipality/city/province/region where project is implemented (C) Sector-Subsector - Refers to the sector and subsector of the project (e.g., infrastructure

roads; social development-education; agriculture-crops, etc.) Refer to

Annex C for sector/ subsector listing (D) Funding Source - Indicate source of fund for the project, whether: Internal Revenue

Allotment Share, Calamity Fund, National Government

Appropriations, Corporate funds of GOCCs, Foreign-Assisted Loan

or Grant (e.g. ADB, WB, OECF, JICA, etc.)

________________________________________________________________________________________

47


(E) Force Account/Pakyaw/

Name of Contractor - Indicate whether project work will be implemented by force

account, pakyaw or if by contract, state name of contractor

(F) Project Schedule (Start/End) - Month, day and year when the project is expected to start

and to be completed

Total Project Target – Indicate project targets (amount programmed, physical outputs of

major activities (at most 5 items), overall percent completion in

percent and employment generated) covering the implementation of

the whole project

Columns (3-14) – Correspond to the physical and financial targets for the twelve (12)

months of the year. For these columns, indicate the following:

Financial Schedule (P000) - Amount programmed for activities scheduled for

implementation for the month;

Physical Targets in Percent (%) – Equivalent target in percent (as a percentage of

total project) that is scheduled for implementation for the

month;

Output Indicator/Targets – Indicate selected major project activities/ milestone (at

most 5) where accomplishment is to be measured

expressed in terms of physical units (e.g. hectares to be

irrigated, no. of classrooms to be constructed, kms. of

roads to be constructed, trainings to be conducted,

children to be vaccinated, etc.) with corresponding

targets for the month; and

Employment Generated (in man-days) – Employment targeted to be generated by the

project, expressed in man-days for the month.

Columns 15 (Total) – Represents the total targets (sum of col. 3-14) for the calendar year

At the end of report, indicate the NAME, DESIGNATION and OFFICE of the person who

prepared the report and the DATE the report was prepared. Said report should be noted by

the Head of the Agency at that given level.

________________________________________________________________________________________ 48

49

_________________________________

____________________________________________

___________

PMC FORM I-2 PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FOR CAPITAL INVESTMENT PROGRAMS/PROJECTS

As of ______________________

IMPLEMENTOR > _____________________________

CONTRACTOR > _____________________________

REGION > _____________________________

PROVINCE >______________________________

FINANCIAL STATUS (P 000) REMARKS

(a) NAME OF PROJECT

PHYSICAL STATUS

EMPLOYMENT 1)Problems/Issues of

Location (City

/Municipality)

EXPENDITURE

(b) DATE STARTED GENERATED Implementation

(c ) TARGET COMPLETION DATE

a) Program a) Program

To Date 2)Recommendations

b) AA Issued b) AA Issued

UNPAID

ACTUAL (Man-Days)

CY_____ to date DISBURSEMENT Output

TARGET

ACTUAL

OBLIGATIONS

This

To Date Indicator

To Date

To Date

To Date

Month

(1) (2) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12)

PREPARED BY :_________________________________ _________________________________

DESIGNATION :_________________________________

DATE: __________________________________________

:_________________________________ AGENCY HEAD

AGENCY HEAD

National Project Monitoring Committee

TITLE : PHYSICAL AND FINANCIAL ACCOMPLISHMENT REPORT FOR

CAPITAL INVESTMENT PROGRAMS/PROJECTS (PMC Form I-2) PURPOSE : This report will provide information on the status of implementation of projects in

the specific areas on a monthly basis. It involves reporting on the status of the

overall physical accomplishment and financial status for the month and as of the

reporting period. Also reflected in the report are the problems encountered by the

implementing agency that impede project implementation.

RESPONSIBILITY : Implementing Agencies/GOCCs/LGUs

FREQUENCY : To be submitted monthly

SUBMISSION DATE:

Municipality/City/Provincial Level:

On or before the 30th day of the month under report.

Regional Level:

Not later than two (2) weeks after reference quarter.



As of – Refers to the reference month

Implementor – Name of implementing agency, GOCC or LGU implementing the project(s)

Region – Region where projects are being implemented

Province/City – Province or city where projects are being implemented

Column (1) Name of Project – Title of project as found in the approved program of work

Date Started – Month, day and year when project actually started

Target Completion Date – Date when the project is scheduled to be completed

Column (2) Location – Municipality/City where project is being implemented

________________________________________________________________________________________

50


FINANCIAL STATUS (P000) (Columns 3-6)

Column (3) a) Program (Calendar Year) – Cumulative total amount of funds required during

the year based on the approved program of work b) AA Issued (Calendar Year) – Cumulative total Advices of Allotment

issued by DBM to the project firm from start of the calendar year Column (4) a) Program to Date – Cumulative amount of funds required from start of project

to reporting date based on the approved program of work (covers annual and

multi year projects) b) AA Issued To Date – Cumulative total Advices of Allotment issued by

DBM from start of project to reporting date Column (5) Expenditure (Unpaid Obligations to Date) – Total accounts committed to be paid

for services rendered and/or work accomplished Column (6) Expenditure (Disbursement to Date) – Actual cash payments made through the

issuance of Treasury Warrants and/or checks to the project, cumulative from

start of project implementation up to reporting date

PHYSICAL SATUS (%) (Column 7-9)

Column (7) Output Indicator – Refers to project activities/milestones where accomplishment

is to be measured. Output indicator no. 1 should reflect overall project target and

accomplishment in percentage from start of project to reporting period with

succeeding output indicators to indicate selected major indicators and their

corresponding targets and accomplishments

Column (8)Target to Date – Work scheduled to be accomplished from start of project

implementation up to the reporting period

Column (9) Actual this Month – Actual work accomplished for the month

Column (10) Actual to Date – Actual work accomplished from start of implementation up to

the reporting period

Column (11) Employment Generated – Employment generated by the project from start of

the project to reporting period expressed in terms of man-days

Column (12) Remarks – Additional information on the project, such as problems

encountered that impede project implementation, remedial measures taken,

etc.

At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the person

who accomplished the form and the DATE the report was prepared. Said report should be

noted by the Head of Agency at the particular level.

________________________________________________________________________________________

51

52

_________________________________

____________________________________________

___________

PMC FORM I-3 PROJECT EXCEPTION REPORT

Name of Project : _____________________________ Location: ___________________________________

Sector/Subsector : _____________________________ Implementing Agency: ________________________

Implementation Status: ( ) Ahead ( ) Behind-Schedule ( ) On-Schedule

FINDINGS POSSIBBLE REASONS/CAUSES RECOMMENDATIONS

PREPARED BY :_________________________________ OFFICE: ________________________

DESIGNATION :_________________________________ DATE : ________________________

Na

tion

al P

roject M

on

itorin

g C

om

mittee


TITLE: PROJECT EXCEPTION REPORT (PMC Form I-3)

PURPOSE: This report is used when implementation problems needing immediate action

by the Project Monitoring Committee/ Development Council are encountered

or when project implementation has been outstanding. It records the critical

problems that would result in delays in project implementation outside the

tolerable limits, in the case of the former, and the factors that contribute to

outstanding performance in the case of the latter.

RESPONSIBILITY: Non-government Organizations, Concerned Citizens and Agencies

FREQUENCY: To be submitted a the need arises



Name of Project – Title of project as found in the approved program of work

Sector/Subsector – Sector or subsector to which the project falls (Refer to Annex C for

Listings)

Location – Municipality/City/Province/Region where project is being implemented

Implementing Agency – Name of agency implementing the project

Implementation Status – Physical accomplishment of the project and indicate whether the

project is ahead of schedule, behind-schedule, or on-schedule.

Mark appropriate status

Findings – Problems encountered in project implementation or outstanding performance of a

project

Possible Reasons/Causes – Events, incidents, etc. that may have caused the problems (e.g.,

delayed release of funds, contractors’ poor performance) or

factors that contribute to the outstanding performance

Recommendations – Suggestions to improve work progress or to commend outstanding

performance


who prepared the report and the DATE the report was prepared. ________________________________________________________________________________________

53


________________________________________________________________________________________

54


ANNEX B ________________________________________________________________________________________

55

56

_________________________________

____________________________________________

___________

PMC FORM 0-1

REPORT ON TE STATUS OF PROJECTS ENCOUNTERING PROBLEMS IN IMPLEMENTATION

As of _____________________________

IMPLEMENTATION STATUS

NAME OF PROJECT/ IMPLEMENTING

(%) SOURCE OF ACTION TAKEN

PROGRAM LOCATION

ISSUES

AGENCY TARGET ACTUAL SLIPPAGE INFORMATION RECOMMENDATION

(1) (2) (3) (4) (5) (6)=(5)-

(4) (7) (8) (9)

PREPARED BY :_________________________________ OFFICE : _________________________ DESIGNATION :_________________________________ DATE : _________________________

Na

tion

al P

roject M

on

itorin

g C

om

mittee


TITLE: REPORT ON STATUS OF PROJECTS ENCOUNTERING PROBLEMS

IN IMPLEMENTATION (PMC FORM 0-1)

PURPOSE: This report will provide information on the various problems encountered by

ongoing projects that impede their implementation. Remedial measures to

improve progress and other recommended courses of action are likewise

reflected in the report.

RESPONSIBILITY: Project Monitoring Committee

Municipal Level

Frequency: To be prepared and submitted monthly

Distribution: 1 copy – Municipal Development Council 1 copy – Provincial Project Monitoring Committee

Submission Date:

Municipal Development Council – On the 7th day of the month following the

reference month

Provincial PMC – Not later than two (2) weeks after reference month.

Provincial/City Level

Frequency: To be prepared and submitted monthly to the Provincial/City

Development Council; quarterly to the Regional Project Monitoring

Committee

Distribution: 1 copy – Provincial/City Development Council

1 copy –Regional Project Monitoring Committee

Submission Date:

Provincial/City Development Council – On the 7th day of the month following the

reference month.

Regional PMC – Not later than two (2) weeks after reference month.

________________________________________________________________________________________

57


Regional Level

Frequency: To be prepared and submitted quarterly

Distribution: 1 copy – Regional Development Council

1 copy – NEDA Central Office

Submission Date:

Regional Development Council – On the third week after reference quarter

President/Cabinet/NEDA Board – On or before the 30th day of the month after

reference quarter


As of – End of reporting period

Column (1) Name of Project – Title of project encountering implementation problems

Column (2) Location – Region, province, city or municipality where project is being

implemented Column (3) Implementing Agency – Name of agency implementing the program/ project

Column (4) Implementation Status (Target) – Expected amount of work in percent to be

accomplished as of report date Column (5) Implementation Status (Actual) – Actual work accomplished as of report date

Column (6) Slippage – Difference between actual (column 5) and target (column 4). It may

be positive (which means that the project is ahead of schedule), negative

(behind-schedule) or zero (on-schedule)

Column (7) Issues – Operational constraints/concerns observed during project

implementation Column (8) Source of Information – Name of agency/NGO/PVO or concerned citizens

reporting the problems/issues Column (9) Action Taken/Recommendations – Remedial measures taken/being

recommended to improve work progress or to commend outstanding

performance


who accomplished the form and the DATE the report was prepared. ________________________________________________________________________________________

58

PMC FORM 0-2 FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT PROGRAMS/PROJECTS

As of ______________________

REGION/PROVINCE /MUNICIPALITY______________________________

(a) Project SCHEDULE F I N A N C I A L (P 000) P H Y S I C A L (%)

Title

EXPENDITURE

(b) Agency a)Start t AA Funding

(c ) Location Completion Program Issued To Support

Unpaid

Expenditure

Target Actual Slippage Performance

Disburse-

Total

Date

Date %

Obliga-

Rate

ment

tions

(%)

(1) (2a) (2b) (3) (4) (5)=(4)/(3)x100 (6) (7) (8)=(6)+(7) (9)=(8)/(3)x100 (10) (11) (12)=(11)-(10) (13)=(11)/(10)x100

Employment

Generated Remarks

(Man-Days)

(14) (15)

PREPARED BY :_________________________________ OFFICE : _________________________ DESIGNATION :_________________________________ DATE : _________________________

RP

ME

S M

an

ual o

f Op

eratio

ns


TITLE: FINANCIAL AND PHYSICAL STATUS OF CAPITAL INVESTMENT

PROGRAMS/PROJECTS (PMC FORM 0-2) PURPOSE: This report will provide information on the financial and physical status of

ongoing capital investment programs/projects in a specific area/location. It will

contain the titles of ongoing projects, implementing agency, location, schedules

(may be original or revised), the financial and physical performance of each

project and problems encountered in implementation.


Municipal Level


Distribution: 1 copy – Municipal Development Council 1 copy – Provincial Project Monitoring Committee

Submission Date:

Municipal Development Council – On the 7th

day of the month following the

reference month



Frequency: To be prepared and submitted monthly to the Provincial/City Development

Council; quarterly to the Regional Project Monitoring Committee

Distribution: 1 copy – Provincial/City Development Council 1

copy – Regional Project Monitoring Committee

Submission Date:

Provincial/City Development Council – On the 7th

day of the month following

the reference month.

Regional PMC – Not later than two (2) weeks after reference month.

________________________________________________________________________________________

60


Regional Level


Distribution: 1 copy – Regional Development

Council 1 copy – NEDA Central Office

Submission Date:


President/Cabinet/NEDA Board – On or before the 30th

day of the month after

reference quarter



Region/Province/City/Municipality – Area or level where projects are being implemented

Column (1) Project Title – Title of project as found in approved program of work

Agency – Name of agency implementing the project (IA, GOCCs, LGUs)

Location – Exact location of the project

Column (2) Schedule (Start/Completion Dates) – Date when the project started and will be

completed in month, day, and year

FINANCIAL STATUS (P000)

Column (3) Program – Total amount of funds required from the start of project

implementation to reporting date, based on the approved program of work

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM to the

program/project from start of implementation to reporting date

Column (5) Funding Support (%) – Total AA issued (Column 4) divided by Program

(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Accounts committed to be paid for services

rendered and/or work accomplished as of report date

________________________________________________________________________________________

61


Column (7) Expenditure (Disbursement) – Actual cash payments made through the issuance

of Treasury Warrants and/or checks to the project as of report date

Column (8) Expenditure (Total) – Sum of unpaid obligation (Column 6) and disbursement

(Column 7)

Column (9) Expenditure Rate – Total expenditure (Column 8) divided by Program (Column

3), multiplied by 100

PHYSICAL STATUS (%)

Column (10) Target – Expected amount of work to be accomplished in percentage from the

start of project implementation up to the report date

Column (11) Actual – Actual work accomplished in terms of percentage to total target of the

whole project from start of implementation up to report period

Column (12) Slippage – Difference between Actual (column 11) and Physical Target

(Column 10). It may be positive (which means that the project is ahead of

schedule), negative (behind-schedule), or zero (on-schedule)

Column (13) Performance – Actual physical (Column 11) divided by target (Column 10)

multiplied by 100.

Column (14) Employment Generated – Employment generated by the project in man-days

Column (15) Remarks – Additional information on the project, such as problems

encountered that impede project implementation, remedial measures taken,

etc.

At the end of the report, indicate the NAME, DESIGNATION and OFFICE of the person who

accomplished the form and the DATE the report was prepared.

________________________________________________________________________________________ 62

63

_________________________________

____________________________________________

___________

PMC FORM 0-3 SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENTS BY AGENCY As of ______________________


F I N A N C I A L (P000) P H Y S I C A L (%)

AGENCY Number

Expenditure

Employment

EXPENDITURE

Remarks

of Funding Rate Generated

Projects

AA Issued

(%)

Actual Slippage

(Man-Days)

PROGRAM Support

Unpaid

Disburse- Total

Target Performance

To Date %

Obligation ment

(1) (2) (3) (4) (5)=(4)/(3)x100 (6) (7) (8)=(6)+(7) (9)=(8)(3)x100 (10) (11) (12)=(11)-(10) (13)=(11)/(10)x100 (14) (15)

OVERALL> >

PREPARED BY :_________________________________ OFFICE : _________________________

DESIGNATION :_________________________________ DATE : _________________________

R

PM

ES

Ma

nu

al o

f Op

eratio

ns


TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT

BY AGENCY (PMC FORM 0-3) PURPOSE: This report will provide a summary of the financial and physical

accomplishment broken down by implementing agency. It will contain

information on the number of projects and the overall financial and physical

status of projects being implemented by each agency in the region, province

city or municipality. This report will likewise contain the overall performance

for the area.


Municipal Level


Distribution: 1 copy – Municipal Development Council

1 copy – Provincial Project Monitoring Committee

Submission Date:


reference month





Committee



Submission Date:

Provincial/City Development Council – On the 7th day of the month following


Regional PMC – Not later than two (2) weeks after reference month. ________________________________________________________________________________________

64


Regional Level




Submission Date:



reference quarter



Region/Province/City/Municipality - Specific area where projects are being implemented

Column (1) Agency – Name of implementing agency

Column (2) No. of Projects – Total number of projects being implemented by the agency in

the specified area


Column (3) Program – Total amount of funds required by the agency to accomplish targets

from start of project to reporting period

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM to the

Agency from start of implementation to reporting date

Column (5) Funding Support (%) – Total AA Issued (Column 4) divided by Program

(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Total accounts committed to be paid for the

services rendered and/or work accomplished by each agency as of reporting

date

Column (7) Expenditure (Disbursement) – Total actual cash payments made by each agency

through the issuance of Treasury Warrants and/or checks as of reporting date

________________________________________________________________________________________

65



(Column 7) for each agency



PHYSICAL STATUS (%)

Column (10) Target – Expected overall amount of work (in percentage) to be accomplished

by each agency as of report date. Overall agency weighted target

Column (11) Actual – Actual work accomplished by each agency (in percentage) as of

reporting date. Overall agency weighted accomplishment

Column (12) Slippage – Difference between Actual (column 11) and Target (Column 10). It

may be positive (which means that the project is ahead of schedule), negative

(behind-schedule), or zero (on-schedule)

Column (13) Performance – Actual (Column 11) divided by Target (Column 10) multiplied

by 100.

Column (14) Employment Generated – Employment generated by the ongoing projects of

the agency expressed in man-days

Column (15) Remarks – Additional information on the project, such as problems that impede

project implementation, remedial measures taken, etc.


who accomplished the form and the DATE the report was prepared. ________________________________________________________________________________________

66

67

_________________________________

____________________________________________

___________

PMC FORM 0-4 SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENTS BY SECTOR As of ______________________


F I N A N C I A L (P000) P H Y S I C A L (%)

Number Expenditure Employment

SECTOR of Funding EXPENDITURE Rate Generated Remarks

Projects

AA Issued

(%)

Actual Slippage

(Man-Days)

PROGRAM Support

Unpaid

Disburse- Total Target Performance

To Date %

Obligation ment

(1) (2) (3) (4) (5)=(4)/(3)x100 (6) (7) (8)=(6)+(7) (9)=(8)(3)x100 (10) (11) (12)=(11)-(10) (13)=(11)/(10)x100 (14) (15)

OVERALL> >

PREPARED BY :_________________________________ OFFICE : _________________________

DESIGNATION :_________________________________ DATE : _________________________

R

PM

ES

Ma

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f Op

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TITLE: SUMMARY OF FINANCIAL AND PHYSICAL ACCOMPLISHMENT

BY SECTOR (PMC FORM 0-4) PURPOSE: This report will provide a summary of the financial and physical

accomplishment by sector. It will contain information on the number of

ongoing projects and the overall financial and physical performance of the

projects being implemented by each sector in the specific areas (region,

province, city or municipality). This report will likewise contain the overall

performance of projects implemented in the area.


Municipal Level


Distribution: 1 copy – Municipal Development Council

1 copy – Provincial Project Monitoring Committee

Submission Date:


reference month





Committee



Submission Date:

Provincial/City Development Council – On the 7th day of the month following


Regional PMC – Not later than two (2) weeks after reference month. ________________________________________________________________________________________

68


Regional Level




Submission Date:



reference quarter



Region/Province/City/Municipality - Specific area where projects are being implemented

Column (1) Sector – Sector or category of projects

Column (2) No. of Projects – Total number of projects being implemented under the sector

in the specified area


Column (3) Program – Total amount of funds required by the sector to accomplish targets as

of the reporting period

Column (4) AA Issued – Cumulative total Advices of Allotment issued by DBM from start

of implementation to reporting date

Column (5) Funding Support (%) – Total AA Issued (Column 4) divided by Program

(Column 3)

Column (6) Expenditure (Unpaid Obligation) – Total accounts committed to be paid for the

services rendered and/or work accomplished by each sector as of reporting date

Column (7) Expenditure (Disbursement) – Total actual cash payments made by each sector

through the issuance of Treasury Warrants and/or checks as of reporting date ________________________________________________________________________________________

69



(Column 7) for each sector



PHYSICAL STATUS (%)

Column (10) Target – Expected overall amount of work (in percentage) to be accomplished

by each sector as of report date (weighted sectoral target in percent)

Column (11) Actual – Actual work accomplished by each sector (in percentage) as of

reporting period (weighted sectoral accomplishment in percent)

Column (12) Slippage – Difference between Actual (column 11) and Target (Column 10)

physical accomplishment by sector. It may be positive (which means that the

project is ahead of schedule), negative (behind-schedule), or zero (on-

schedule)

Column (13) Performance – Actual (Column 11) divided by Target (Column 10) multiplied

by 100.

Column (14) Employment Generated – Employment generated by the sector expressed in

man-days

Column (15) Remarks – Additional information on the project, such as problems that impede

project implementation, remedial measures taken, etc.


who accomplished the form and the DATE the report was prepared.

________________________________________________________________________________________ 70


Annex C ________________________________________________________________________________________

71


________________________________________________________________________________________

72


SECTOR/SUBSECTOR BREAKDOWN OF

PUBLIC INVESTMENT PROJECTS

I. AGRI-INDUSTRIAL STRATEGY

1 Agriculture and Agrarian Reform

Agrarian Reform Crops

Fisheries

Livestock

Support Services

02 Environment and Natural Resources Environment Forestry Land Management

3 Industry, Trade and Tourism

4 Science and Technology

II. HUMAN DEVELOPMENT

1 Education

02 Housing

03 Health, Population and Nutrition

4 Social Services and Community Development

III. INFRASTRUCTURE SUPPORT

1 Transportation Airport and Air Navigation

Roads and Bridges Ports

Railways Urban Transportation

________________________________________________________________________________________

73


02 Water Resources

Flood Control Irrigation Water Supply, Sewerage and Sanitation

03 Power, Energy and Electrification

Coal Exploration and Development Geothermal Exploration and Development

Power Generation and Transmission Rural Electrification Other Power, Energy and Electrification

04 Communications

Postal Communications Telecommunications

05 Social Infrastructure

School Buildings Urban Community Infrastructure Health Center

IV. DEVELOPMENT ADMINISTRATION

V. DISASTER MITIGATION

VI. INTEGRATED AREA DEVELOPMENT

________________________________________________________________________________________ 74


ANNEX D ________________________________________________________________________________________

75


________________________________________________________________________________________

76


MALACAÑANG

MANILA

EXECUTIVE ORDER NO. 93

AMENDING EXECUTIVE ORDER NO. 376 (SERIES OF 1989) “ESTABLISHING

THE REGIONAL PROJECT MONITORING AND EVALUATION SYSTEM

(RPMES)” AND FOR OTHER PURPOSES

WHEREAS, there is a need to further delineate and streamline the specific roles and

responsibilities of and operating procedures to be observed by the Project Monitoring

Committees at the regional, provincial and municipal levels in view of the implementation of

the Local Government Code of 1991;

WHEREAS, there is a need to expand the membership of Project Monitoring

Committees in the national, regional, provincial, city and municipal levels to promote greater

non-governmental organization (NGO) participation in and transparency of government

programs; and

WHEREAS, there is a need to establish a Project Monitoring Committee at the

national level to address and coordinate various RPMES matters, to act on implementation

issues and problems and to orchestrate RPMES activities and concerns in the regions.

NOW, THEREFORE, I, FIDEL V. RAMOS, President of the Republic of the

Philippines, by virtue of the powers vested in me by law, do hereby order:

Section 1. The third and fourth paragraphs of Section 2 of Executive Order No. 376

(hereinafter referred to as “Order”) are hereby amended to read as follows:

“At the regional level, the projects to be monitored shall include all foreign assisted

projects (loan or grant funded), inter-provincial projects, area development projects,

nationally-funded projects, and other projects considered critical by the Office of the

President and the Regional Development Councils/ Planning Boards, which are implemented

in the region.”

“At the provincial, city and municipal levels, the scope of monitoring shall include all

foreign and nationally-funded projects, including development projects funded from the

Internal Revenue Allotment (IRA) share of LGUs or supported by funds released directly to

the province/city/municipality, and projects funded from locally-generated resources, which

are implemented within their respective areas.” ________________________________________________________________________________________

77


Section 2. Sec. 3 of said Order is hereby amended to read as follows:

“Sec. 3. Organization. The RPMES shall be implemented by the development

councils/planning boards at the various levels (RDC, PDC, CDC and MDC). A Regional

Project Monitoring Committee (RPMC) shall be established under the RDC in addition to

the Project Monitoring Committees (PMCs) created through Memorandum Order No. 175,

as amended, and/or the Local Government Code of 1991. At the national level, a National

Project Monitoring Committee (NPMC) shall be established to oversee implementation of

the RPMES, with NEDA serving as its Secretariat.”

“The Presidential Management Staff (PMS) shall, corollary to the efforts of the

RPMCs, focus on monitoring the President’s commitments in the various regions.”

“The extensive participation of Non-Governmental Organizations (NGOs) and

People’s Organizations (POs) as project monitors shall be advocated at all levels. NGO/PO

membership in the provincial, city and municipal levels shall include, but not be limited to,

representatives from civic and/or religious groups.”

“At the national level, designated officials from the National Economic and

Development Authority (NEDA), Department of Budget and Management (DBM),

Department of the Interior and Local Government (DILG), and PMS/OP shall compose the

NPMC, with the NEDA and DBM representatives as Chairman and Co-Chairman,

respectively.

“At the regional level, the NEDA and DBM Regional Directors shall act as Chairman

and Co -Chairman, respectively, of the RPMC. The other members of the RPMC shall be the

DILG, PMS/OP and the three (3) NGO/PO representatives, at least one (1) of whom shall be

drawn from the NGO representatives in the Regional Development Council (RDC). The

NEDA Regional Office shall serve as the Secretariat of the RPMC.”

“The PMCs created at the provincial, city and municipal levels will have, as

mandatory members, the DILG official assigned in the locality and two (2) NGO/PO

representatives. The other four members of the PMC shall be appointed by the Local Chief

Executive from among five nominees of the Local Development Council. The Chairman

shall be appointed by the Local Chief Executive from among the PMC members. The

respective planning and development offices of the local government units (LGUs)

concerned shall serve as Secretariat to the local PMCs.”

Section 3. The subtitle “Development Councils (RDC, PDC, CDC, MDC)” under

Sec. 4 of said Order, is hereby reworded to read “Development Councils/ Planning Boards

(RDC, PDC, CDC, MDC).” ________________________________________________________________________________________

78


Section 4. Sec. 7 of said Order is hereby amended to read as follows:

“Section 7. Funding. Funds needed to implement the RPMES, particularly the initial

operations of the NPMC shall be made available from sources to be recommended by the

DBM, with the approval of the President. Subsequent funding requirements of the RPMES at

the national level shall be provided in the General Appropriations Act by the DBM. The

funds for RPMES operations at the national level shall be administered by the NEDA

Secretariat.”

“The funding requirements of the RPMES at the regional, city and municipal levels,

which shall include the granting of financial incentives to NGO monitors as well as training,

capability-building and other administrative costs, shall be provided in the General

Appropriations Act under the Regional Development Fund. The funds for RPMES at these

levels shall be administered by the RDCs concerned. As the RPMC may deem essential,

portions of the Regional Development Fund for monitoring and evaluation may be allotted to

a local PMC to augment its budget.”

Section 5. The responsibilities of the Office of the Cabinet Secretary as provided

under Sec. 4 of said Order is hereby transferred to and shall be assumed by the Presidential

Management Staff (PMS).

Section 6. The National Project Monitoring Committee (NPMC) is hereby authorized,

from time to time, to update and make revisions to the Manual of Operations implementing

the RPMES.

Section 7. This Executive Order shall take effect immediately.

DONE in the City of Manila, this 1st day of June in the year of Our Lord, Nineteen

Hundred and Ninety-Three.

(SGD.) FIDEL V. RAMOS

By the President:

(SGD.) ANTONIO T. CARPIO Chief Presidential Legal

Counsel MALACAÑANG MANILA

________________________________________________________________________________________

79


MALACAÑANG

MANILA

EXECUTIVE ORDER NO. 376

ESTABLISHING THE REGIONAL PROJECT MONITORING

AND EVALUATION SYSTEM (RPMES), SETTING FORTH ITS

OBJECTIVES, DEFINING ITS SCOPE AND COVERAGE,

REQUIRING THE FORMULATION OF A MANUAL OF

OPERATIONS AND FOR OTHER SIMILAR PURPOSES

WHEREAS, in pursuit of the government’s decentralization policy, efforts are

directed to make institutions more effective and more responsive to the needs and conditions

of local communities by bringing decision making and action at the local level;

WHEREAS, decentralization shall be effected meaningfully in all aspects of plan

implementation;

WHEREAS, it is imperative to synchronize planning, programming and budgeting

and to complement the devolution efforts already ongoing in the institutional processes for

development planning and policy formulation, programming, budgeting with

decentralization efforts in plan and project monitoring and evaluation;

WHEREAS, as a consequence of said policies on decentralization and administrative

delegation, Executive Order No. 308, as amended, mandates the Regional Development

Councils (RDCs) to monitor, evaluate and formulate recommendations on the

implementation of development plans and programs in the region;

WHEREAS, there is an urgent need to institutionalize a comprehensive and

decentralized project monitoring and evaluation systems with the kind of timeliness that is

necessary in order to take quick action on problems that are confronted in the

implementation of projects at the lowest level;

WHEREAS, this has been initially effected through the creation of Project

Monitoring Committees in the provincial and municipal levels under Memorandum Order

No. 175, as amended; ________________________________________________________________________________________

80


NOW, THEREFORE, I, CORAZON C. AQUINO, President of the Philippines, by

virtue of the powers vested in me by the Constitution, do hereby order the establishment and

adoption of the Regional Project Monitoring and Evaluation System (RPMES).

SECTION 1. Objectives. The RPMES primarily aims to expedite project

implementation and devolve project facilitation, problem-solving, monitoring and evaluation

to the regions and sub-regional levels, particularly to the provincial and municipal levels.

More specifically, the RPMES aims to achieve the following objectives:

a. To provide up-to-date information on the overall status of project implementation

for planning and budget allocation, to include employment generation of the

various programs/projects expressed in man-days;

b. To identify problems/issues which impede project implementation for remedial

action at the regional and sub-regional levels and elevate unresolved issues and

problems at these levels to the Cabinet or the President for resolution and final

actions;

c. To integrate all monitoring activities in the region;

d. To assess and ascertain whether projects implemented are supportive of regional

development goals and plans as well as national development thrusts and

priorities;

e. To provide information on lessons learned in project implementation for planning

and implementation of future similar projects;

f. To provide a venue for greater participation of non-government organizations

(NGOs) in the development planning process.

SECTION 2. Scope and Coverage. The RPMES envisions to monitor and evaluate all

development projects (economic, social, infrastructure and other development projects) at the

regional, provincial, city and municipal levels. These development projects may be funded

from national government and locally-generated resources.

At the national level, the monitoring and evaluation of the economic and physical

performance of government corporations shall, likewise, be undertaken by the Government

Corporate Monitoring and Coordinating Committee (GCMCC) to validate capital

expenditure programming by the corporations under it.

At the regional level, the projects to be monitored may include projects contained in

the Regional Development Investment Program (RDIP), other foreign-assisted or nationally- ________________________________________________________________________________________

81


funded projects implemented and managed at the regional level and the regional components

of nationwide projects.

At the provincial, city and municipal levels, the scope of monitoring shall include

projects implemented and managed at these levels with the NALGU funds released directly

to the province/city/municipality, foreign and nationally-funded projects, and other projects

funded from locally-generated resources.

SECTION 3. Organization. The RPMES shall be implemented by the development

councils at the various levels (RDC, PDC, CDC and MDC). A Regional Project Monitoring

Committee (RPMC) shall be established under the RDC in addition to the Project

Monitoring Committees (PMCs) created through Memorandum Order No. 175, as amended.

At the national level, the RPMES shall be implemented initially through the Cabinet Action

Committee on Implementation Assistance (CACIA) with the NEDA Secretariat to serve as

the Secretariat. At the national level, the participation of the Government Corporate

Monitoring and Coordinating Committee (GCMCC) is hereby effected to monitor and

evaluate corporate financial and physical performance of the government corporations under

it.

The Presidential Management Staff (PMS), independent of the RPMC, shall focus on

monitoring the President’s commitments in the various regions.

The extensive participation of non -government organizations (NGOs) as project

monitors shall be advocated at all levels. NGO membership in the provincial, city and

municipal levels shall include, but shall not be limited to, representatives from either civic

and/or religious groups.

At the regional level, the National Economic and Development Authority (NEDA)

Regional Director shall be the Chairman of the Regional Project Monitoring Committee

(RPMC) with the Department of Budget and Management (DBM) Regional Director as Co-

Chairman. The Committee shall have representatives from the Department of Local

Government (DLG) and non-government/religious organizations as members. The NEDA

Regional Office shall serve as the Secretariat of the Regional PMC.

The PMCs created through Memorandum Order No. 175, as amended, to implement

the RPMES at the sub-regional levels (province and municipality) will each be composed of

representatives from the DLG, NGOs and the Parent- Teacher Association (PTA) President

or PTA Federation representative. There shall likewise be established City Project

Monitoring Committees with the same functions and membership, as applicable to the city.

The Provincial/City/ Municipal Budget Officer will be the Chairman of the Committee with

the Provincial/City/Municipal Development Coordinator as Co-Chairman. Secretariat

support to the sub-regional PMCs will be provided by the Provincial/City/ Municipal

Planning and Development Office. ________________________________________________________________________________________

82


The operationalization of the PMCs at the various levels shall be ensured by the DBM

and NEDA in coordination with the DILG.

The Project Monitoring Committees may, in their discretion, consult the Commission

on Audit representatives assigned to their respective areas of jurisdiction on matters falling

under the functional responsibility of the Commission on Audit.

SECTION 4. Responsibilities of Entities. The specific roles and responsibilities of

various units/organizations involved in the RPMES are as follows:

Department of Budget and Management (DBM)

a. Jointly with NEDA, provide over-all direction and coordination of RPMES

activities;

b. Provide the PMCs with information on project fund releases;

c. Evaluate and report on the budget performance of implementing agencies; and

d. Operationalize the creation of Project Monitoring Committees at the Regional,

Provincial, City and Municipal levels.

National Economic and Development Authority (NEDA)

a. Provide feedback to Regional PMCs on actions made on issues raised to the

Cabinet or the President;

b. Provide the Secretariat services as are here indicated; and

c. Conduct training for the operationalization of the RPMES, together with DBM.

Office of the Cabinet Secretary-OP

a. Include in the agenda of the monthly CORD-RDC Chairmen meeting with the

President or other appropriate venue, issues/problems raised through RPMES that

require the action of the Cabinet/President;

b. Follow-up with the Cabinet members/agency heads actions on recommendations

to expedite project implementation; and

c. Provide feedback to concerned CORD/RDC Chairman on problems/ issues raised

for discussion. ________________________________________________________________________________________

83


Presidential Management Staff (PMS)-OP

a. Monitor compliance with President’s commitments in the various regions,

independently of the RPMC

Government Corporate Monitoring and Coordinating Committee (GCMCC)

a. Monitor and evaluate financial and physical performance of government

corporations under it.

Project Implementors (regular agencies, non-financial government-owned/

controlled corporations and local government units)

a. Submit list of projects for implementation during the year to the monitoring

committees using suggested initial report forms; b. Submit periodic reports to the monitoring committee on the status of project

implementation based on suggested reporting form; c. Provide authorized monitors access to more detailed information on project

implementation (e.g. work program); d. Submit to the next higher level of the line agency reports on status of project

implementation; and e. Implement/institute remedial measures on problems/issues identified as suggested

by the development council.

NGO Authorized Monitors

a. Assist the PMC or development council in monitoring and evaluation of projects

by identifying implementation problems or outstanding performance through

project exception reports; b. Ensure effective/efficient implementation of project trough vigilance; and

c. Act as government partners in ensuring transparency in project implementation.

Project Monitoring Committee

a. Provide list of projects to be monitored to NGOs involved in project monitoring;

________________________________________________________________________________________ 84


b. Collect and process reports of implementors and NGO monitors on the status of

project implementation for the development council and next higher level project

monitoring committee; c. Pinpoint problems, verify information and recommend remedial measures to be

submitted for analysis and action of the development council; d. Provide feedback on the remedial actions of the development council and follow-

up their implementation; e. Prepare and disseminate periodic (monthly or quarterly) project monitoring reports

on the status of project implementation; and f. Elevate to higher level bodies problems/issues which are not resolved at their

level.

Development Councils (RDC, PDC, CDC, MDC)

a. Supervise and coordinate activities of the PMCs;

b. Assess problems encountered in project implementation and provide remedial

action possible at their levels or refer problems/issues to appropriate units or

development council; c. Evaluate the implementation of projects and derived lessons for future planning

and project implementation; d. Provide policy direction in planning and budget allocation based on the overall

status of project implementation; e. Report on the status of project implementation to appropriate bodies (President,

Cabinet, Congress, etc.) for information or action; and f. Inform PMCs of action taken on problems referred to appropriate units (i.e.,

Cabinet, OP).

Department of Local Government

a. Coordinate with the DBM in creating and operationalizing the PMCs at the

municipal, city and provincial levels;

________________________________________________________________________________________

85


b. Ensure expanded scope of monitoring and evaluation (provided by MO 175, as

amended) to include other development projects specified under the Executive

Order; and

c. Assist the DBM and NEDA in the conduct of training for the RPMES.

The reports herein required shall include as part of its reporting formats employment

generation of the various programs/projects expressed in man-days.

SECTION 5. Implementing Rules and Regulations . The Secretary of Budget and

Management, jointly with the Director -General of NEDA, shall promulgate the rules and

regulations to effectively implement the provisions of this Executive Order.

SECTION 6. RPMES Manual of Operations. A Manual of Operations to implement

the RPMES shall be formulated jointly by the DBM, NEDA, DLG, and other concerned

agencies for the effective and efficient implementation of the same for the guidance of all.

Trainings/workshops on the use of the RPMES Manual of Operations shall be

conducted within the next six months.

SECTION 7. Funding. Funds needed to implement the RPMES shall be made

available from sources to be recommended by the DBM, with the approval of the President.

Subsequently funding requirements of the RPMES such as the ranting of financial incentives

to NGO monitors, training, capability- building and other administrative costs shall be

provided in the General Appropriations Act under the Regional Development Fund. The

funds for the RPMES shall be administered by the DBM.

SECTION 8 . Rescission Clause. All orders, issuances, rules and regulations or parts

thereof inconsistent with this Executive Order are hereby revoked or modified accordingly.

However, this Executive Order should complement Memorandum Order No. 175, as

amended, which provides for, among others, the creation of Project Monitoring Committees.

SECTION 9. Effectivity. This Executive Order shall take effect immediately.

DONE in the City of Manila, Philippines, this 2nd day of November in the year of

Our Lord, nineteen hundred and eighty-nine.

(Sgd.) CORAZON C. AQUINO

By the President:

(Sgd.) CATALINO MACARAIG, JR.

Executive Secretary ________________________________________________________________________________________

86

Documents

Rpmes Manual